culture - Blog - Global Risk Community2024-03-29T11:15:11Zhttps://globalriskcommunity.com/profiles/blogs/feed/tag/cultureStrategic Organizational Culture Transformation with the Cultural Web Modelhttps://globalriskcommunity.com/profiles/blogs/strategic-organizational-culture-transformation-with-the-cultural2023-11-13T14:57:13.000Z2023-11-13T14:57:13.000ZMark Bridgeshttps://globalriskcommunity.com/members/MarkBridges<div><p><a href="{{#staticFileLink}}12291114868,RESIZE_1200x{{/staticFileLink}}"><img class="align-full" src="{{#staticFileLink}}12291114868,RESIZE_710x{{/staticFileLink}}" width="710" alt="12291114868?profile=RESIZE_710x" /></a></p><p>Organizations that neglect to establish a precise delineation of their organizational culture often succumb to the influence of the culture itself when determining its own trajectory, leading to frequent conflicts, negative emotions, and incongruity.</p><p>"<a href="https://flevy.com/browse/flevypro/4-types-of-corporate-culture-3478">Workplace culture," "corporate culture," and "organizational culture"</a> are interchangeable terms. The terms refer to the combined beliefs, values, attitudes, and behavior that define an organization and its people. It is demonstrated through the collaborations and interactions among the leadership, management, staff, and clients of an organization.</p><p>When considering the <a href="https://flevy.com/browse/marketplace/vision-mission-and-values-5926">mission, vision, and values</a> of an organization, corporate culture is often impacted by the characteristics and dispositions of its employees and executives. The capacity to <a href="https://flevy.com/browse/flevypro/6-pillars-of-talent-management-5271">attract and retain talent</a>, Innovation, performance, and market competition are all profoundly influenced by the corporate culture. An organization with a positive corporate culture has employees who are more dedicated, involved, and inspired. On the other hand, organizations that exhibit a hostile or negative organizational culture are more likely to experience dissatisfaction, disengagement, and decreased productivity among their employees.</p><p>There are several benefits associated with improving the organizational culture, including increased employee retention, streamlined recruitment of qualified personnel, the cultivation of a positive work environment, and enhanced performance and <a href="https://flevy.com/browse/flevypro/triple-bottom-line-tbl-7281">bottom line</a>.</p><p><a href="https://flevy.com/browse/flevypro/cultural-web-model-7801">The Cultural Web model</a>, which was developed by Kevan Scholes and Gerry Johnson in the 1990s, is a theoretical framework utilized to evaluate and gain an understanding of the organizational culture within a company. Coordination of efforts to modify or realign the organizational culture with strategic objectives, as well as to address cultural obstacles that impede progress, is facilitated by the model.</p><p>The identification of the foundational beliefs, values, and assumptions that impact the conduct and engagements of both individuals and organizations within a business is facilitated by the model. The framework facilitates the strategic identification of organizational culture issues and the development of interventions that promote the intended cultural shift.</p><p>The framework delineates 6 interconnected components that constitute a workplace paradigm. A thorough evaluation of these elements promotes understanding of the wider framework of an organization's culture:</p><ol><li><strong>Stories</strong></li><li><strong>Rituals and Routines</strong></li><li><strong>Symbols</strong></li><li><strong>Organizational Structures</strong></li><li><strong>Control Systems</strong></li><li><strong>Power Structures</strong></li></ol><p><a href="{{#staticFileLink}}12291115667,original{{/staticFileLink}}"><img class="align-full" src="{{#staticFileLink}}12291115667,RESIZE_710x{{/staticFileLink}}" width="710" alt="12291115667?profile=RESIZE_710x" /></a></p><p>Let’s dive deeper into the first 3 components, for now.</p><p><strong>Component 1: Stories</strong></p><p>This constituent may be defined as the organization's collective memory. Significant insights into an organization's values can be gleaned from its narratives. The component may consist of an all-encompassing account of the organization's history, current state, the achievements of its key personnel, and firsthand testimonies from staff members regarding their time spent at the company.</p><p>These narratives and stories frequently shed light on the fundamental principles upheld by an organization, as well as the conduct that is regarded as commendable in the professional setting.</p><p><strong>Component 2: Rituals and Routines</strong></p><p>This component concerns habitual and recurring actions that are sanctioned and valued within an organization. Routines can also be conceptualized as expectations imposed on staff members, encompassing their daily arrival and departure times as well as the tasks they perform during the course of the workday.</p><p>Employees gain understanding of expected conduct and established norms of behavior in the work environment through their exposure to a variety of repetitive scenarios. While the constructiveness of such conduct is a matter of debate, it has nonetheless become the prevailing norm within the organizational culture.</p><p><strong>Component 3: Symbols</strong></p><p>This component is comprised of visual indicators that convey the organization's identity and core values. This relates to the visual manifestations of the organization, such as logos, the work environment ambiance, and dress codes (classical or casual). These visual representations hold immense cultural significance for the organization, its consumers, and individuals at large.</p><p>This element is represented by the visual communication, branding, and industry-specific terminology of an organization. The mental image that is constructed in the thoughts of both employees and consumers when they contemplate the organization is composed of symbols.</p><p>Interested in learning more about the other components of the Cultural Web Model? You can download <a href="https://flevy.com/browse/flevypro/cultural-web-model-7801">an editable PowerPoint presentation on Cultural Web Model here </a>on the <a href="https://flevy.com/browse">Flevy documents marketplace</a>.</p><p><strong>Do You Find Value in This Framework?</strong></p><p>You can download in-depth presentations on this and hundreds of similar business frameworks from the <a href="https://flevy.com/pro/library">FlevyPro Library</a>. <a href="https://flevy.com/pro">FlevyPro</a> is trusted and utilized by 1000s of management consultants and corporate executives.</p><p>For even more best practices available on Flevy, have a look at our top 100 lists:</p><ul><li><a href="https://flevy.com/top-100/strategy">Top 100 in Strategy & Transformation</a></li><li><a href="https://flevy.com/top-100/organization">Top 100 in Organization & Change</a></li><li><a href="https://flevy.com/top-100/consulting">Top 100 Consulting Frameworks</a></li><li><a href="https://flevy.com/top-100/digital">Top 100 in Digital Transformation</a></li><li><a href="https://flevy.com/top-100/opex">Top 100 in Operational Excellence</a></li></ul><p> </p><p> </p><p> </p></div>Navigating Change: 5 Key Elements to Overcome Implementation Obstacleshttps://globalriskcommunity.com/profiles/blogs/navigating-change-5-key-elements-to-overcome-implementation-obsta2023-04-24T17:50:45.000Z2023-04-24T17:50:45.000ZMark Bridgeshttps://globalriskcommunity.com/members/MarkBridges<div><p><a href="{{#staticFileLink}}11035516278,RESIZE_1200x{{/staticFileLink}}"><img class="align-full" src="{{#staticFileLink}}11035516278,RESIZE_710x{{/staticFileLink}}" alt="11035516278?profile=RESIZE_710x" width="710" /></a></p><p>Businesses must continue to adapt and innovate if they are to thrive in the face of <a href="https://flevy.com/browse/flevypro/4-stages-of-disruption-5265">disruption</a> and intense competition.</p><p>Change is essential to the growth and profitability of an organization, but it is frequently resisted by individuals and groups within the organization, making its implementation challenging.</p><p><a href="https://flevy.com/browse/flevypro/8-levers-to-change-management-3847">Change Management</a> is the process of assisting and preparing individuals, teams, and organizations as they modify their operations, processes, and structures.</p><p>Change Management requires addressing and overcoming significant obstacles that impede Transformation. These obstacles include:</p><ul><li>Change disrupts the routines and comfort zones of individuals, resulting in creating resistance to change. It induces fear of the unknown, a lack of trust in the change, and a loss of control.</li><li>Change Management requires <a href="https://flevy.com/browse/flevypro/best-practices-in-strategic-planning-2738">a well-planned and implemented strategy</a>. Ineffective planning causes confusion, delays, setbacks, and obstacles that impede the effective implementation of change.</li><li>Change initiatives necessitate resources, including time, money, and people. Inadequate resources impede the effective implementation of change and produce subpar results.</li><li>Effective and consistent communication is required for Change Management, but there has been a disruption in this area. Inadequate or absent communication leads to misunderstandings and resistance to change.</li><li>When instituting change in a global organization, cultural differences present a significant obstacle. <a href="https://flevy.com/browse/flevypro/4-types-of-corporate-culture-3478">Diverse cultures</a> have diverse perspectives on change, and their values and beliefs frequently contradict the initiative for change.</li></ul><p>To effectively implement change, organizations must address these obstacles and implement a well-thought-out Change Management Strategy.</p><p>To overcome any obstacles in implementing Change initiatives, leaders must carefully consider and implement the <a href="https://flevy.com/browse/flevypro/5s-keys-to-successful-change-7012">5S Keys</a>, which all begin with the letter "S:"</p><ol><li><strong>Sponsor </strong></li><li><strong>Strategy </strong></li><li><strong>Straw Boss</strong></li><li><strong>System Map </strong></li><li><strong>Stakeholders </strong></li></ol><p><a href="{{#staticFileLink}}11035516887,original{{/staticFileLink}}"><img class="align-full" src="{{#staticFileLink}}11035516887,RESIZE_710x{{/staticFileLink}}" alt="11035516887?profile=RESIZE_710x" width="710" /></a></p><p>None of the 5S alone ensures the success of a Change Management initiative; all five are indispensable for sustainable change. </p><p>Now, let's examine the first three of these in greater detail.</p><p><strong>Sponsor</strong></p><p>A Change Sponsor is the person in charge of the Change initiative. The Change Sponsor ensures that the Change initiative is adequately staffed with competent and committed individuals and removes any obstacles that could impede its progress. This person invests in the Change initiative, advocates for it, and possesses the ability to make it a reality. Typically, the Sponsor is a prominent executive with significant authority over the system undergoing modification. The Sponsor oversees progress and provides the Change Management team with feedback and direction.</p><p><strong>Strategy</strong></p><p>A Change Strategy provides a clear direction and roadmap for implementing the desired change. These actions are designed to make it easier for stakeholders to accept change and resolve any potential problems. A Change Strategy helps establish a sense of direction and purpose, which is crucial for gaining stakeholder buy-in. It ensures that stakeholders are engaged and invested in the project, manages risks, and establishes measurable success criteria and metrics.</p><p><strong>Straw Boss </strong></p><p>In the context of Change Management, "Straw Boss" refers to an informal leader or influencer who may not hold a formal leadership position within the organization but has considerable influence over their colleagues. This individual, with the support and assistance of the sponsor, drives the change initiative at the front lines. Informal leaders can be a valuable ally in promoting change adoption within an organization by using their influence to encourage coworkers to adopt the change, serving as a role model, and providing change managers with feedback on what is and is not working.</p><p>Interested in learning more about the other keys to effectively managing Change? You can download <a href="https://flevy.com/browse/flevypro/5s-keys-to-successful-change-7012">an editable PowerPoint presentation on 5S Keys to Successful Change here </a>on the <a href="https://flevy.com/browse">Flevy documents marketplace</a>.</p><p><strong>Do You Find Value in This Framework?</strong></p><p>You can download in-depth presentations on this and hundreds of similar business frameworks from the <a href="https://flevy.com/pro/library">FlevyPro Library</a>. <a href="https://flevy.com/pro">FlevyPro</a> is trusted and utilized by 1000s of management consultants and corporate executives.</p><p>For even more best practices available on Flevy, have a look at our top 100 lists:</p><ul><li><a href="https://flevy.com/top-100/organization">Top 100 in Organization & Change</a></li><li><a href="https://flevy.com/top-100/strategy">Top 100 in Strategy & Transformation</a></li><li><a href="https://flevy.com/top-100/consulting">Top 100 Consulting Frameworks</a></li><li><a href="https://flevy.com/top-100/digital">Top 100 in Digital Transformation</a></li><li><a href="https://flevy.com/top-100/opex">Top 100 in Operational Excellence</a></li></ul><p> </p><p> </p><p> </p><p> </p></div>Local Culture Influences on Global Agile Implementationhttps://globalriskcommunity.com/profiles/blogs/local-culture-influences-on-global-agile-implementation2022-10-15T15:36:30.000Z2022-10-15T15:36:30.000ZMark Bridgeshttps://globalriskcommunity.com/members/MarkBridges<div><p><span style="font-size:12pt;"><a href="{{#staticFileLink}}10842028469,RESIZE_1200x{{/staticFileLink}}"><img class="align-full" src="{{#staticFileLink}}10842028469,RESIZE_710x{{/staticFileLink}}" alt="10842028469?profile=RESIZE_710x" width="710" /></a> </span></p><p><span style="font-size:12pt;">In the current era, which is driven by Technology and Innovation, companies can only thrive if they are quick, flexible, and <a href="https://flevy.com/browse/flevypro/learning-organization-5-building-blocks-3827">capable of learning and adapting quickly.</a></span></p><p><span style="font-size:12pt;">Establishing approaches that offer flexibility and agility to a team or organization is essential for businesses to succeed in the current business climate.</span></p><p><span style="font-size:12pt;"><a href="https://flevy.com/browse/marketplace/introduction-to-agile-methodologies-1549">Organizations are now aware of this and have included Agile methodology</a> into their Operations in order to respond swiftly to environments that undergo rapid change. The following advantages and downsides of adopting Agile approach have been identified by organizations throughout the globe and in various industries:</span></p><ul><li><span style="font-size:12pt;">Agile approach aids firms in launching products and services swiftly to the market and <a href="https://flevy.com/browse/stream/innovation">adapting deftly to Innovations</a> in the technological landscape and consumer and market variations.</span></li><li><span style="font-size:12pt;">Agile methodologies, which originated in the United States (U.S.), are being utilized by enterprises across the globe.</span></li><li><span style="font-size:12pt;">Since the technique was founded in the United States, it carries with it U.S. cultural standards, which poses issues when Agile is implemented in cultures that differ from the U.S.</span></li><li><span style="font-size:12pt;">In U.S. culture, the free expression of views and opinions to authority is an example of the cultural difference. Such a culture is not prevalent in the majority of the world's cultures.</span></li><li><span style="font-size:12pt;">Cultures tend to have distinct words to express certain behaviors in their populace; this tendency has been dubbed "Cultural Script".</span></li></ul><p><span style="font-size:12pt;">The challenge of culture has been effectively resolved in Agile deployments outside the United States <a href="https://flevy.com/browse/stream/culture">by including cultural sensitivity into practices</a>.</span></p><p><span style="font-size:12pt;">The crucial point in the Agile vs. Culture argument is: How do the Cultural Scripts prevalent in a specific culture complement or conflict with the Agile principles?</span></p><p><span style="font-size:12pt;">To answer this, 8 Agile-adopting software company employees from China, South Korea, and India were interviewed.</span></p><p><span style="font-size:12pt;">The cultural issues that study participants encountered in Agile projects and the atypical interplay of Agile approach with Cultural Scripts may be categorized into following 3 distinct challenge areas:</span></p><ol><li><span style="font-size:12pt;"><strong>Maintain Flexibility & Speed.</strong></span></li><li><span style="font-size:12pt;"><strong>Build an Agile Team.</strong></span></li><li><span style="font-size:12pt;"><strong>Create Communication Channels.</strong></span></li></ol><p><span style="font-size:12pt;"><a href="https://flevy.com/browse/flevypro/global-agile-implementation-and-local-culture-considerations-6405" target="_blank"><img class="align-center" src="{{#staticFileLink}}10842026686,RESIZE_710x{{/staticFileLink}}" alt="10842026686?profile=RESIZE_710x" width="710" /></a></span></p><p><span style="font-size:12pt;">Let's go a little more into the 3 major obstacles.</span></p><p> <span style="font-size:12pt;"><strong>Maintain Flexibility & Speed</strong></span></p><p><span style="font-size:12pt;">Agile emphasizes maintaining flexibility and speed; when converting such scripts to Agile methodology, problems occur when they become overly ambitious. This may result in humiliating or disastrous circumstances for the affected parties.</span></p><p><span style="font-size:12pt;">Some Cultural Scripts align with this method, but if not given an appropriate framework to function within, they may become excessive.</span></p><p><span style="font-size:12pt;">There are 2 strategies that have been identified through research for avoiding out-of-control situations in teams where members may adopt Cultural Scripts:</span></p><ol><li><span style="font-size:12pt;">Streamline Problem Solving.</span></li><li><span style="font-size:12pt;">Leverage a Hybrid Model.</span></li></ol><p> <span style="font-size:12pt;"><strong>Build an Agile Team</strong></span></p><p><span style="font-size:12pt;">Agile processes are centered on people, and Agile teams are expected to self-organize with individuals from a variety of roles.</span></p><p><span style="font-size:12pt;">Cultural Scripts may also emphasize communication habits that impede the free flow of information among team members.</span></p><p><span style="font-size:12pt;">Empirical research recommends 2 strategies for overcoming communication movement issues:</span></p><ol><li><span style="font-size:12pt;">Add Pragmatic Structure.</span></li><li><span style="font-size:12pt;">Balance Competencies and Group Cohesion.</span></li></ol><p> <span style="font-size:12pt;"><strong>Create Communication Channels</strong></span></p><p><span style="font-size:12pt;">Communication that is fluid and constant is essential and fundamental to Agile processes. Cultural Scripts have a huge impact on communication.</span></p><p><span style="font-size:12pt;">Different cultural settings may result in interpersonal communication gaps when Agile methodology is used in projects with individuals from outside the United States.</span></p><p><span style="font-size:12pt;">The following 2 strategies facilitate free communication without Cultural Scripts inhibiting the conversation, according to research:</span></p><ol><li><span style="font-size:12pt;">Create an atmosphere conducive to open communication.</span></li><li><span style="font-size:12pt;">Create New Channels of Communication.</span></li></ol><p><span style="font-size:12pt;">Interested in learning more about the 3 Key Challenges and the Tactics to navigate them? You can download <a href="https://flevy.com/browse/flevypro/global-agile-implementation-and-local-culture-considerations-6405">an editable PowerPoint presentation on <strong>Global Agile Implementation and Local Culture Considerations</strong> here </a>on the <a href="https://flevy.com/browse">Flevy documents marketplace</a>.</span></p><p><span style="font-size:12pt;"><strong>Do You Find Value in This Framework?</strong></span></p><p><span style="font-size:12pt;">You can download in-depth presentations on this and hundreds of similar business frameworks from the <a href="https://flevy.com/pro/library">FlevyPro Library</a>. <a href="https://flevy.com/pro">FlevyPro</a> is trusted and utilized by 1000s of management consultants and corporate executives.</span></p><p><span style="font-size:12pt;">For even more best practices available on Flevy, have a look at our top 100 lists:</span></p><ul><li><span style="font-size:12pt;"><a href="https://flevy.com/top-100/organization">Top 100 in Organization & Change </a></span></li><li><span style="font-size:12pt;"><a href="https://flevy.com/top-100/consulting">Top 100 Consulting Frameworks </a></span></li><li><span style="font-size:12pt;"><a href="https://flevy.com/top-100/strategy">Top 100 in Strategy & Transformation </a></span></li><li><span style="font-size:12pt;"><a href="https://flevy.com/top-100/digital">Top 100 in Digital Transformation </a></span></li><li><span style="font-size:12pt;"><a href="https://flevy.com/top-100/opex">Top 100 in Operational Excellence </a></span></li></ul></div>3 Crucial Blocks for Performance-driven Culturehttps://globalriskcommunity.com/profiles/blogs/3-crucial-blocks-of-performance-driven-culture2022-10-14T17:38:58.000Z2022-10-14T17:38:58.000ZMark Bridgeshttps://globalriskcommunity.com/members/MarkBridges<div><p><span style="font-size:12pt;">Editor's Note:<em> If you are interested in becoming an expert on Performance Management, take a look at Flevy's <a href="https://flevy.com/browse/stream/performance-management"><strong>Performance Management Frameworks</strong> offering here</a>. This is a curated collection of best practice frameworks based on the thought leadership of leading consulting firms, academics, and recognized subject matter experts. By learning and applying these concepts, you can stay ahead of the curve. <a href="https://flevy.com/browse/stream/performance-management">Full details here.</a></em> </span></p><p><span style="font-size:12pt;"><a href="{{#staticFileLink}}10841990287,RESIZE_1200x{{/staticFileLink}}"><img class="align-full" src="{{#staticFileLink}}10841990287,RESIZE_710x{{/staticFileLink}}" alt="10841990287?profile=RESIZE_710x" width="710" /></a>A <a href="https://flevy.com/browse/stream/culture">robust, positive Organizational Culture promotes employee satisfaction</a> with their work and the work environment.</span></p><p><span style="font-size:12pt;">Nurturing such a culture necessitates the vigilant management of essential behaviors, which entails searching for and continually reinforcing Bedrock Behaviors.</span></p><p><span style="font-size:12pt;">Bedrock Behaviors are a collection of actions that have the power to create a domino effect, therefore modifying other Behaviors as they pass through an organization. Organizations that recognize and appreciate such behaviors are in a position to develop cultures that go beyond employee engagement and directly boost performance.</span></p><p><span style="font-size:12pt;">Few leaders are aware of the enormous impact of these essential Behaviors, and their efforts to boost performance remain imprecise and dispersed.</span></p><p><span style="font-size:12pt;">Also, leaders find it difficult to resist the temptation of accumulating instructions one after the other.</span></p><p><span style="font-size:12pt;">Even when these directives are aligned with the same ultimate goals, they typically undermine one another.</span></p><p><span style="font-size:12pt;">Furthermore, when these acts are intended to bring about meaningful changes to the culture, they are almost always overly broad, methodical, abstract, and instantaneous.</span></p><p><span style="font-size:12pt;">The culture is deeply ingrained in the beliefs and behaviors of employees, a fact that most leaders are unwilling to recognize. Failure to recognize this fact makes it difficult to effect behavioral changes with enduring effects.</span></p><p><span style="font-size:12pt;">Rather than adopting an all-encompassing strategy to cultural transformation, firms that <a href="https://flevy.com/browse/flevypro/3-bs-of-behavioral-change-5373">prioritize simplicity are more effective at inducing behavior change</a>.</span></p><p><span style="font-size:12pt;">Organizations that successfully effect enduring change are those that prioritize the following 3 critical characteristics of culture that drive performance:</span></p><ol><li><span style="font-size:12pt;"><strong>Critical Behaviors</strong>—are those procedures for completing jobs in the current operations that may be easily transmitted from one employee to the next.</span></li><li><span style="font-size:12pt;"><strong>Existing Cultural Traits</strong>—identify 3 or 4 distinctively well-defined, astutely profound, avidly insightful, and well known cultural characteristics.</span></li><li><span style="font-size:12pt;"><strong>Critical Informal Leaders</strong>—are those few employees that actually inspire others by their actions and demeanor.</span></li></ol><p><span style="font-size:12pt;"> <a href="https://flevy.com/browse/flevypro/performance-driven-culture-6401" target="_blank"><img class="align-center" src="{{#staticFileLink}}10841989679,RESIZE_710x{{/staticFileLink}}" alt="10841989679?profile=RESIZE_710x" width="710" /></a></span></p><p><span style="font-size:12pt;">These 3 important cultural characteristics are often known as the Critical Few behaviors. Clear focus on these 3 essential parts of culture reduces complexity and generates a more hopeful, pleasant, and long-lasting cultural <a href="https://flevy.com/browse/stream/performance-management">influence on Performance.</a></span></p><p><span style="font-size:12pt;">Let's examine these components in further detail.</span></p><h3><span style="font-size:12pt;"><strong>Critical Behaviors</strong></span></h3><p><span style="font-size:12pt;">Identifying, clarifying, and gaining widespread support for a Critical Few behaviors exemplifying the business's cultural values is the most important aspect of bringing about cultural change.</span></p><p><span style="font-size:12pt;">When focusing on important behaviors, the intricate and intertwined connections between the Critical Few's components will become immediately obvious.</span></p><p><span style="font-size:12pt;">While attempting to identify and prioritize the Critical Few Behaviors, the desire to eliminate other impediment-causing behaviors must be restrained.</span></p><p><span style="font-size:12pt;">Instead of addressing the major pain problems, such as lack of innovation and lack of teamwork, the focus should be on identifying and encouraging desired behaviors.</span></p><h3><span style="font-size:12pt;"><strong>Existing Cultural Traits</strong></span></h3><p><span style="font-size:12pt;">Almost every organization possesses a modest number of good, important cultural qualities that are a fundamental component of the authentic cultural milieu.</span></p><p><span style="font-size:12pt;">Leaders are responsible for identifying the Existing Cultural Traits that the organization is expected to maintain and develop.</span></p><p><span style="font-size:12pt;">Among the countless admirable attributes, a business should focus on 3 or 4 that are exceptionally clear, astutely intelligent, emotionally formidable, and well known.</span></p><p><span style="font-size:12pt;">Looking for a huge number of characteristics not only makes even the most appealing characteristics look in some ways unconvincing, but also undermines the credibility of the entire process.</span></p><p><span style="font-size:12pt;">When properly discovered and utilized, these characteristics provide employees with a sense of pride and purpose.</span></p><h3><span style="font-size:12pt;"><strong>Critical Informal Leaders</strong></span></h3><p><span style="font-size:12pt;">Since culture is a self-sustaining way of behaving, pondering, believing, and feeling in a specific community, it cannot be altered abruptly.</span></p><p><span style="font-size:12pt;">Focus and effort should be placed on a select few groups and persons within the company who can aid in implementing and sustaining this Transformation.</span></p><p><span style="font-size:12pt;">Interested in learning more about Performance-driven Culture? You can download <a href="https://flevy.com/browse/flevypro/performance-driven-culture-6401">an editable PowerPoint presentation on <strong>Performance-driven Culture</strong> here </a>on the <a href="https://flevy.com/browse">Flevy documents marketplace</a>.</span></p><h3><span style="font-size:12pt;"><strong>Want to Achieve Excellence in Performance Management?</strong></span></h3><p><span style="font-size:12pt;">Gain the knowledge and develop the expertise to become an expert in Performance Management. Our frameworks are based on the thought leadership of leading consulting firms, academics, and recognized subject matter experts. <a href="https://flevy.com/browse/stream/performance-management">Click here for full details.</a></span></p><p><span style="font-size:12pt;">Performance Management (also known as Strategic Performance Management, Performance Measurement, Business Performance Management, Enterprise Performance Management, or Corporate Performance Management) is a strategic management approach for monitoring how a business is performing. It describes the methodologies, metrics, processes, systems, and software that are used for monitoring and managing the business performance of an organization. </span></p><p><span style="font-size:12pt;">As Peter Drucker famously said, "If you can't measure it, you can't improve it." </span></p><p><span style="font-size:12pt;">Having a structured and robust Strategic Performance Management system (e.g. the Balanced Scorecard) is critical to the sustainable success of any organization; and affects all areas of our organization.</span></p><p><span style="font-size:12pt;"><a href="https://flevy.com/browse/stream/performance-management">Learn about our <strong>Performance Management Best Practice Frameworks</strong> here.</a></span></p><h3><span style="font-size:12pt;"><strong>Do You Find Value in This Framework?</strong></span></h3><p><span style="font-size:12pt;">You can download in-depth presentations on this and hundreds of similar business frameworks from the <a href="https://flevy.com/pro/library">FlevyPro Library</a>. <a href="https://flevy.com/pro">FlevyPro</a> is trusted and utilized by 1000s of management consultants and corporate executives.</span></p><p><span style="font-size:12pt;">For even more best practices available on Flevy, have a look at our top 100 lists:</span></p><ul><li><span style="font-size:12pt;"><a href="https://flevy.com/top-100/organization">Top 100 in Organization & Change</a></span></li><li><span style="font-size:12pt;"><a href="https://flevy.com/top-100/consulting">Top 100 Consulting Frameworks</a></span></li><li><span style="font-size:12pt;"><a href="https://flevy.com/top-100/strategy">Top 100 in Strategy & Transformation</a></span></li><li><span style="font-size:12pt;"><a href="https://flevy.com/top-100/digital">Top 100 in Digital Transformation</a></span></li><li><span style="font-size:12pt;"><a href="https://flevy.com/top-100/opex">Top 100 in Operational Excellence</a></span></li></ul></div>Site Selection -- 5Cs of Site Selectionhttps://globalriskcommunity.com/profiles/blogs/site-selection-5cs-of-site-selection-12021-11-22T17:10:55.000Z2021-11-22T17:10:55.000ZMark Bridgeshttps://globalriskcommunity.com/members/MarkBridges<div><p><span style="font-size:12pt;"><a href="{{#staticFileLink}}9833684489,original{{/staticFileLink}}"><img class="align-right" src="{{#staticFileLink}}9833684489,RESIZE_400x{{/staticFileLink}}" alt="9833684489?profile=RESIZE_400x" width="297" height="198" /></a>Site Selection is the practice of choosing a new <a href="https://flevy.com/business-toolkit/facility-management">facility location</a>. It involves measuring the needs of a new project against the merits of potential locations. The practice became popular during the 20<sup>th</sup> century, as operations of many organizations expanded to new geographies on a national and international scale.</span></p><p><span style="font-size:12pt;">Selection of sites has been known to have taken place due to factors such as:</span></p><ul><li><span style="font-size:12pt;">Best required skills being available in a particular city.</span></li><li><span style="font-size:12pt;">Setting up in an off-the-trail location because all operations will be managed remotely.</span></li><li><span style="font-size:12pt;">Following the trend to set up offices and facilities in a particular city because every company is doing so.</span></li><li><span style="font-size:12pt;">Factory facilities of the company being close-by.</span></li><li><span style="font-size:12pt;">Top boss living in the vicinity.</span></li><li><span style="font-size:12pt;">Person tasked with choosing the site liking the area for a particular feature such as restaurants and the like.</span></li></ul><p><span style="font-size:12pt;">Making such significant long-term choices based on haphazard and indifferent reasons is a blunder. The consequences of the mistake are exacerbated when such sites are being selected in emerging markets.</span></p><p><span style="font-size:12pt;">Site selection, in particular, for R&D, Design, and Engineering, warrants a more serious approach than is given to it. Employing a formalized selection method aids in eliminating sentiment in the concluding decision. The orderly selection procedure is also valuable in conveying the ultimate decision to all involved. Selection criteria and their priority should be agreed to in advance for removal of any partiality from the Site Selection process.</span></p><p><span style="font-size:12pt;">Site Selection, especially when being done in emerging markets, has to be conducted while considering at least 5 factors—or the 5 Cs of Site Selection. Companies ought to identify which among the 5 factors they deem significant and prioritize the factors accordingly:</span></p><ol><li><span style="font-size:12pt;"><strong>Cost</strong></span></li><li><span style="font-size:12pt;"><strong>Capacity</strong></span></li><li><span style="font-size:12pt;"><strong>Capability</strong></span></li><li><span style="font-size:12pt;"><strong>Communications</strong></span></li><li><span style="font-size:12pt;"><strong>Culture</strong></span></li></ol><p><span style="font-size:12pt;"><a href="https://flevy.com/browse/flevypro/5-cs-of-site-selection-5959"><img class="aligncenter size-full wp-image-10015" src="https://flevy.com/blog/wp-content/uploads/2021/11/Slide-Deck-image-5Cs-of-site-selection.png" alt="" width="738" height="554" /></a></span></p><p><span style="font-size:12pt;">Selecting a site in light of the set priority order, the company has to take into consideration the characteristics of the site in the present time as well as in 3 to 5 years.</span></p><p><span style="font-size:12pt;">Let us delve a little deeper into some of the factors.</span></p><h3><span style="font-size:12pt;"><strong>Cost</strong></span></h3><p><span style="font-size:12pt;">Ideally, <a href="https://flevy.com/business-toolkit/cost-reduction">Cost Reduction</a> should not be the only factor influencing site selection decisions. If Cost factor is predominant in the decision, then the local standard of living and the changes there to, have to be taken into consideration. Costs in setting up a site include items such as:</span></p><ul><li><span style="font-size:12pt;">Buying or leasing land.</span></li><li><span style="font-size:12pt;">Office equipment costs.</span></li><li><span style="font-size:12pt;">Communication infrastructure and operations costs.</span></li><li><span style="font-size:12pt;">IT infrastructure costs.</span></li><li><span style="font-size:12pt;"><a href="https://flevy.com/business-toolkit/employee-training">Employee Training</a> costs.</span></li></ul><p><span style="font-size:12pt;">Companies basing their decisions exclusively on Cost factor rather than what suits their requirements end up paying more than estimated.</span></p><h3><span style="font-size:12pt;"><strong>Capability</strong></span></h3><p><span style="font-size:12pt;"><a href="https://flevy.com/business-toolkit/capability-maturity-model">Capability</a> is the ability of the site under consideration to provide the necessary infrastructure, resources, and the work/ operational environment required by the company. Capability includes existence of exclusive skills and expertise that a company explicitly needs.</span></p><p><span style="font-size:12pt;">Also advantageous to capability are nearby R&D, design, testing, and prototyping centers setup by foreign and local companies.<strong> </strong></span></p><h3><span style="font-size:12pt;"><strong>Capacity</strong></span></h3><p><span style="font-size:12pt;">Capacity refers to the abundance of qualified skill available on the site under consideration. Capacity comes into play when the company needs rapid scaling up of its operations.<strong> </strong></span></p><p><span style="font-size:12pt;">Although the 5 Cs are of extreme significance, there is an additional factor that cannot be ignored—the Customer. Recent advances in technology and communication have further empowered the Customer. The result is that more organizations are seeking to focus on Customer-centric Design.</span></p><p><span style="font-size:12pt;">Interested in learning more about 5 Cs of Site Selection? You can download <a href="https://flevy.com/browse/flevypro/5-cs-of-site-selection-5959">an editable PowerPoint on <strong>5 Cs of Site Selection</strong> here </a>on the <a href="https://flevy.com/browse">Flevy documents marketplace</a>.</span></p><h3><span style="font-size:12pt;"><strong>Do You Find Value in This Framework?</strong></span></h3><p><span style="font-size:12pt;">You can download in-depth presentations on this and hundreds of similar business frameworks from the <a href="https://flevy.com/pro/library">FlevyPro Library</a>. <a href="https://flevy.com/pro">FlevyPro</a> is trusted and utilized by 1000s of management consultants and corporate executives. Here’s what some have to say:</span></p><blockquote><p><span style="font-size:12pt;">“My FlevyPro subscription provides me with the most popular frameworks and decks in demand in today’s market. They not only augment my existing consulting and coaching offerings and delivery, but also keep me abreast of the latest trends, inspire new products and service offerings for my practice, and educate me in a fraction of the time and money of other solutions. I strongly recommend FlevyPro to any consultant serious about success.”</span></p><p><span style="font-size:12pt;">– Bill Branson, Founder at Strategic Business Architects</span></p></blockquote><blockquote><p><span style="font-size:12pt;">“As a niche strategic consulting firm, Flevy and FlevyPro frameworks and documents are an on-going reference to help us structure our findings and recommendations to our clients as well as improve their clarity, strength, and visual power. For us, it is an invaluable resource to increase our impact and value.”</span></p><p><span style="font-size:12pt;">– David Coloma, Consulting Area Manager at Cynertia Consulting</span></p></blockquote><blockquote><p><span style="font-size:12pt;">“FlevyPro has been a brilliant resource for me, as an independent growth consultant, to access a vast knowledge bank of presentations to support my work with clients. In terms of RoI, the value I received from the very first presentation I downloaded paid for my subscription many times over! The quality of the decks available allows me to punch way above my weight – it’s like having the resources of a Big 4 consultancy at your fingertips at a microscopic fraction of the overhead.”</span></p><p><span style="font-size:12pt;">– Roderick Cameron, Founding Partner at SGFE Ltd</span></p></blockquote></div>Transformation Challenges: Digital Manufacturinghttps://globalriskcommunity.com/profiles/blogs/transformation-challenges-digital-manufacturing2021-09-14T07:55:15.000Z2021-09-14T07:55:15.000ZMark Bridgeshttps://globalriskcommunity.com/members/MarkBridges<div><div class="entry"><p><span style="font-size:12pt;"><a href="{{#staticFileLink}}9564571461,original{{/staticFileLink}}"><img class="align-right" src="{{#staticFileLink}}9564571461,RESIZE_400x{{/staticFileLink}}" alt="9564571461?profile=RESIZE_400x" width="300" /></a>Digital Transformation in <a href="https://flevy.com/business-toolkit/manufacturing">Manufacturing</a> or “Digital Manufacturing” for short is not an optional decision for companies anymore. Manufacturing concerns that want to survive have to jump on the Digital Transformation bandwagon hastily. Digital Manufacturing has become a prerequisite for a profitable existence even for mere survival of a manufacturing concern.</span></p><p><span style="font-size:12pt;">Business Transformation of any kind is difficult—more so when it is a Digital Transformation in Manufacturing. In fact, Change Management of Digital Transformation in Manufacturing is typically more difficult than any change or Transformation program that an organization may undertake.</span></p><p><span style="font-size:12pt;">Not many manufacturing concerns had cognizance of the digital technologies until very recently. Still, manufacturing concerns find it very hard to manage a successful Digital Transformation.</span></p><p><span style="font-size:12pt;">Digital technologies can disrupt businesses. A Digital Transformation is not the Digitalization of an existing business. Digital Manufacturing does not entail simply changing technologies, automating processes, taking aid of <a href="https://flevy.com/business-toolkit/artificial-intelligence">Artificial Intelligence</a> in the process; in fact it means redefining the nature of work and productivity.</span></p><p><span style="font-size:12pt;">Starting a Digital Manufacturing project can be an arduous process. Executives customarily approach this task with a lot of prudence and get caught in questions that are actually misnomers and myths, weakening the Digital Transformation process. The 4 biggest myths about Digital Manufacturing are:<strong> </strong></span></p><p><span style="font-size:12pt;"><strong>Myth 1. </strong>Is outsourcing or partnering, to build digital capabilities, not speedier and less investment intensive?<strong> </strong></span></p><p><span style="font-size:12pt;"><strong>Myth 2.</strong> Why can the existing IT team and CIO not be used for this project instead of hiring new talent and creating a CDO position, both unaware of our business?<strong> </strong></span></p><p><span style="font-size:12pt;"><strong>Myth 3.</strong> Should each of our businesses not have individual digital capabilities tailored to their needs rather than a central digital unit that serves all businesses?<strong> </strong></span></p><p><span style="font-size:12pt;"><strong>Myth 4.</strong> Should not our approach to developing digital capabilities be phased rather than big bang?</span></p><p><span style="font-size:12pt;">More on these myths can be found in the PowerPoint presentation titled <a href="https://flevy.com/browse/flevypro/challenges-to-digital-manufacturing-5844"><strong>Challenges to Digital Manufacturing</strong> on Flevy</a>.</span></p><p><span style="font-size:12pt;">Digital Manufacturing opens doors for many opportunities. It allows the manufacturers to find ways of refining the performance and reliability of machines and increasing customer productivity through customer usage data gathered by sensors in their machines.</span></p><p><span style="font-size:12pt;">This approach allows manufacturers to sell outcomes rather than products. Outcome delivery via Data Analysis and Performance Enhancement is a business opportunity worth trillions of dollars, according to a World Economic Forum study.<strong> </strong></span></p><p><span style="font-size:12pt;">Despite realizing the opportunities of Digital Manufacturing, companies find the process extremely difficult. Digital Manufacturing has both structural as well as behavioral barriers stopping it from being successfully executed.</span></p><p><span style="font-size:12pt;">Manufacturers have to surpass the following 3 chief obstacles in order for them to be true Digital Manufacturers:</span></p><ol><li><span style="font-size:12pt;"><strong>Incumbency</strong></span></li><li><span style="font-size:12pt;"><strong>Talent</strong></span></li><li><span style="font-size:12pt;"><strong>Culture</strong></span></li></ol><p><span style="font-size:12pt;"><a href="https://flevy.com/browse/flevypro/challenges-to-digital-manufacturing-5844"><img class="aligncenter size-full wp-image-9642" src="https://flevy.com/blog/wp-content/uploads/2021/09/Slide-Deck-image-Challenges-to-Digital-Manufacturing.png" alt="" width="721" height="541" /></a></span></p><p><span style="font-size:12pt;">Let us dive a little deeper into the obstacles.<strong> </strong></span></p><h3><span style="font-size:12pt;"><strong>Incumbency</strong></span></h3><p><span style="font-size:12pt;">Rigidity is a major barrier in bringing about change. Companies create capabilities and Business Models to succeed. Overtime, when these capabilities and Business Models become critical for success and hard to imitate for the rivals, they transform into rigidities. Success of such capabilities and models make the companies wary of bringing change in them.</span></p><p><span style="font-size:12pt;">Leaders refrain from touching projects with longer time periods as it may not show benefits during their tenures. The reward structure in companies also encourages short-term gains to longer-term, capital intensive endeavors. <strong> </strong></span></p><h3><span style="font-size:12pt;"><strong>Talent</strong></span></h3><p><span style="font-size:12pt;">Not many manufacturing organizations consider developing Digital Talent internally. This leads to a dearth of key talent integral to build Digital Manufacturing capabilities.</span></p><p><span style="font-size:12pt;">The primary reason for this is the view that digital technology is an auxiliary function.</span><br /> <span style="font-size:12pt;"> In-house capabilities are not developed because Digital Manufacturing requires an amalgam of personnel from the virtual sciences and the conventional engineering sciences. Both have a very different way of thinking and doing things, making it a great challenge to build them into a team.</span></p><h3><span style="font-size:12pt;"><strong>Culture</strong></span></h3><p><span style="font-size:12pt;">Organizational culture at manufacturing firms is a significant hurdle in adopting digital technology. Manufacturers have traditionally had long product-development lifecycles, long sales cycles, and a culture of constantly improving efficiency. In order to be more digital, manufacturing concerns have to accept concepts used in the digital world e.g., agility, simplicity, and responsiveness.</span></p><p><span style="font-size:12pt;">Interested in learning more about the Challenges to Digital Manufacturing?” “You can download <a href="https://flevy.com/browse/flevypro/challenges-to-digital-manufacturing-5844"><strong>an editable PowerPoint on Challenges to Digital Manufacturing here</strong></a><u> </u>on the <a href="https://flevy.com/browse">Flevy documents marketplace</a>.</span></p><h3><span style="font-size:12pt;"><strong>Want to Achieve Excellence in Supply Chain Management (SCM)?</strong></span></h3><p><span style="font-size:12pt;">Gain the knowledge and develop the expertise to become an expert in Supply Chain Management (SCM). Our frameworks are based on the thought leadership of leading consulting firms, academics, and recognized subject matter experts. <a href="https://flevy.com/browse/stream/supply-chain">Click here for full details.</a></span></p><p><span style="font-size:12pt;">Supply Chain Management (SCM) is the design, planning, execution, control, and monitoring of Supply Chain activities. It also captures the management of the flow of goods and services. </span></p><p><span style="font-size:12pt;">In February of 2020, COVID-19 disrupted—and in many cases halted—global Supply Chains, revealing just how fragile they have become. By April, many countries experienced declines of over 40% in domestic and international trade. </span></p><p><span style="font-size:12pt;">COVID-19 has likewise changed how Supply Chain Executives approach and think about SCM. In the pre-COVID-19 era of globalization, the objective was to be Lean and Cost-effective. In the post-COVID-19 world, companies must now focus on making their Supply Chains Resilient, Agile, and Smart. Additional trends include Digitization, Sustainability, and Manufacturing Reshoring.</span></p><p><span style="font-size:12pt;"><a href="https://flevy.com/browse/stream/supply-chain">Learn about our <strong>Supply Chain Management (SCM) Best Practice Frameworks</strong> here.</a></span></p><h3><span style="font-size:12pt;"><strong>Do You Find Value in This Framework?</strong></span></h3><p><span style="font-size:12pt;">You can download in-depth presentations on this and hundreds of similar business frameworks from the <a href="https://flevy.com/pro/library">FlevyPro Library</a>. <a href="https://flevy.com/pro">FlevyPro</a> is trusted and utilized by 1000s of management consultants and corporate executives. Here’s what some have to say:</span></p><blockquote><p><span style="font-size:12pt;">“My FlevyPro subscription provides me with the most popular frameworks and decks in demand in today’s market. They not only augment my existing consulting and coaching offerings and delivery, but also keep me abreast of the latest trends, inspire new products and service offerings for my practice, and educate me in a fraction of the time and money of other solutions. I strongly recommend FlevyPro to any consultant serious about success.”</span></p><p><span style="font-size:12pt;">– Bill Branson, Founder at Strategic Business Architects</span></p></blockquote><blockquote><p><span style="font-size:12pt;">“As a niche strategic consulting firm, Flevy and FlevyPro frameworks and documents are an on-going reference to help us structure our findings and recommendations to our clients as well as improve their clarity, strength, and visual power. For us, it is an invaluable resource to increase our impact and value.”</span></p><p><span style="font-size:12pt;">– David Coloma, Consulting Area Manager at Cynertia Consulting</span></p></blockquote><blockquote><p><span style="font-size:12pt;">“FlevyPro has been a brilliant resource for me, as an independent growth consultant, to access a vast knowledge bank of presentations to support my work with clients. In terms of RoI, the value I received from the very first presentation I downloaded paid for my subscription many times over! The quality of the decks available allows me to punch way above my weight – it’s like having the resources of a Big 4 consultancy at your fingertips at a microscopic fraction of the overhead.”</span></p><p><span style="font-size:12pt;">– Roderick Cameron, Founding Partner at SGFE Ltd</span></p></blockquote></div></div>How to activate behavioural change with Hani Nabeel, Chief Behavioural Scientist @ IPsychTechhttps://globalriskcommunity.com/profiles/blogs/how-to-activate-behavioural-change-with-hani-nabeel-chief-behavio2021-06-06T10:37:55.000Z2021-06-06T10:37:55.000ZBoris Agranovichhttps://globalriskcommunity.com/members/BorisAgranovich<div><p><span style="font-size:12pt;"><iframe title="Embed Player" src="//play.libsyn.com/embed/episode/id/19300631/height/128/theme/modern/size/standard/thumbnail/yes/custom-color/ec1c3c/time-start/00:00:00/download/no/hide-show/no" width="100%" height="128" scrolling="no" allowfullscreen=""></iframe></span></p>
<p><span style="font-size:12pt;">This is a transcription of our interview with Hani Nabeel, Chief Behavioural Scientist @ IPsychTec. You can <a href="https://globalriskcommunity.com/video/how-to-activate-behavioural-change-with-hani-nabeel-chief-behavio" target="_blank">watch the original interview here</a> or tune in to the <a href="https://globalriskcommunity.libsyn.com/site/hani-nabeel" target="_blank">podcast episode here</a>, <a href="https://podcasts.apple.com/nl/podcast/how-to-activate-behavioural-change-hani-nabeel-chief/id1523098985?i=1000523902153" target="_blank">iTunes</a>, <a href="https://podcasters.spotify.com/episode/2bF9MZcOpkWM6ZH8Er5iCB" target="_blank">Spotify</a> and other podcast apps be seacrhing "Risk Management Show" </span></p>
<p><span style="font-size:12pt;"><strong>Boris:</strong> Hello ladies and gentlemen and welcome to out interview with Hani Nabeel.</span></p>
<p><span style="font-size:12pt;">Hani is the founder and Chief Behavioural Scientist at iPsychTec, a world leading People Analytics and behavioural science company.</span></p>
<p><span style="font-size:12pt;"> <a href="https://globalriskcommunity.com/video/how-to-activate-behavioural-change-with-hani-nabeel-chief-behavio" target="_blank"><img src="{{#staticFileLink}}9045588670,RESIZE_710x{{/staticFileLink}}" alt="9045588670?profile=RESIZE_710x" width="620" /></a>He's the architect and founder of the award-winning Culture Scope behavior analytics platform for scientifically measuring and embedding organizations desired culture, using predictive analytics and actionable insights. </span><br /> <br /><span style="font-size:12pt;"> Hani, thank you for coming to our interview today. </span><br /> <br /><span style="font-size:12pt;"><strong> Hani: </strong>Thank you. Great to be with you Boris.</span><br /> <br /><span style="font-size:12pt;"><strong> Boris</strong>: Thank you. We recently had a webinar with you guys about using behavioral science in cracking the culture code, especially in the perspective of Risk Management and Compliance. And for those who are interested, please check out our BrightTALK or YouTube channel to watch the recording. The name of both channels is Global Risk Community, so you can find them. Today we invited Hani to discuss in more details about his company, how it's breaking through the noise and delivering value to its customers. </span><br /> <br /><span style="font-size:12pt;"> Hani, can you tell us a short story about your unique pass in the industry?</span></p>
<p><span style="font-size:12pt;"><strong>Hani:</strong> Absolutely. So iPsychTec was born out of a research first, which is probably unusual these days. People prone to try a commercial launch, but we took the time seven years actually to do five studies, which became one of the largest quantitative behavior diagnostic analytics study ever done in the world. To give you an idea of the dynamics of our research, it was of a 51,000 participants across 60 diverse organizations within 61 countries. The whole point of that research is to articulate, can we have a quantitative way of measuring behaviors to understand culture.</span></p>
<p><span style="font-size:12pt;">There was no obvious way of doing this, there wasn't a research even around this, the best we could do with culture was use qualitative or lagging indicators. And we all know behaviors are critical in measuring culture. Even if we talk about the culture of risk and the reality is without the research, we couldn't have had a successful product that really is, as you had mentioned at the beginning, scientifically measures behaviors.</span></p>
<p><span style="font-size:12pt;">Just to go a little bit further into detail quickly, we measure behaviors in two distinct ways. We measure behaviors for each person on how I behave at work and the second lens or a probe if you like about what do I do, what do I observe around me at work.</span></p>
<p><span style="font-size:12pt;">So we call it,<strong> the behaviors of the people at the place</strong> and that diagnostic is all collected together using our cloud platform, a dedicated neural intelligence platform that actually goes from behaviors to outcomes or from outcomes back to the behaviors.</span></p>
<p><span style="font-size:12pt;">This process builds a predictive picture on what really behaviors may drive the different themes that you're interested in, being a risk synoptic, view compliance, innovation, inclusion, all of what employees do affect all the different themes that you're interested in.</span></p>
<p><span style="font-size:12pt;"><strong>The whole point of doing all of that is ultimately building an actionable insight, because what doesn't get measured never gets fixed.</strong> </span></p>
<p><span style="font-size:12pt;">And that's the important story here. However, if we build an actionable insight being behaviors what you take action on and building also for our clients a <strong>behavior change roadmap.</strong> </span></p>
<p><span style="font-size:12pt;"><strong>So what behaviors are to focus on to drive which outcomes that really is a game changer, and this is where now we can articulate.</strong> If you're interested to talk about risk, particularly what behaviors drive our risk. And if we want to improve our risk, which behaviors we work and second on what outcomes we expect back. </span><br /> <br /><span style="font-size:12pt;"> So it's a significant improvement to if you like the ad hoc queries that we used to work in, </span><br /> <br /><span style="font-size:12pt;"><strong> Boris:</strong> So what was the aha moment when you knew you were ready to go full time for this platform? </span></p>
<p><span style="font-size:12pt;">Hani: Well, the platform actually was post research. So the minute we've had done our five studies and we reached the diagnostic validity, and it had to be a very sophisticated diagnostic, it's an online questionnaire, but obviously like none other it's uses very different techniques to give an example, even using a computer adaptive testing, very different. </span></p>
<p><span style="font-size:12pt;">And when we found out that actually that diagnostic also drives some incredible analytics, very powerful and through multiple outcomes, doing predictive analytics to know that actually those behaviors do drive outcomes, we knew we’ll practice it.</span></p>
<p><span style="font-size:12pt;">And this is when obviously the second stage was going into the cloud in order to build the application which we have done so. That took in itself a year, as you might imagine, because going from research to product is all different ball game with functionality, but we constantly improve the product, drive great innovation and we are with version four now and working with global organizations.</span></p>
<p><span style="font-size:12pt;">In fact, we started working with global organizations almost at day zero, literally late 2015, we've had some global clients, which was really quite exciting. </span><br /> <br /><span style="font-size:12pt;"><strong> Boris:</strong> Sure. Can you explain a major point what IPsychTec offers to the industry, how it differs from other software providers operating in the space and what are perhaps some examples of your customers use cases? </span><br /> <br /><span style="font-size:12pt;"> Hani: It's a very good question. Why are we different and how are we helping them solve critical issues? A lot of our customers when they come to us and we talk about culture, culture as it drives, maybe risk innovation performance, customer centricity in a culture is your biggest unique tool that drives your brand and your offering.</span></p>
<p><span style="font-size:12pt;">As you know, it's easy to replicate even office, services and products, but culture is quite unique. </span><br /> <br /><span style="font-size:12pt;"> So our customers for years have been trying to see how can we really measure this uniqueness? How can we measure culture and what a lot of other software platforms, our competitors tend to do today, which is really capturing the outcomes of culture.</span></p>
<p><span style="font-size:12pt;">In fact, you could do it as simply as engagement surveys, how employees feel about our business? Our employee is likely to stay with us or go? Do our customers love us or not?</span><br /> <br /><span style="font-size:12pt;"> Are they likely to stay with us or not? Other measures could be literally in, particularly in regulated industries, we're talking about incidents, accidents, financial crime, your name it.</span></p>
<p><span style="font-size:12pt;">So what we were different in saying, fine, if you capture those outcomes of culture, it's the after effects. So something would have happened and then you get to know about it.</span></p>
<p><span style="font-size:12pt;"><strong>To really manage your culture you need to know what are the leading indicators.</strong> </span><br /> <br /><span style="font-size:12pt;"> And in fact, you should be able to know, what are the critical leading indicators, how do you work on those in a such a way that you can drive interventions that not only stop bad outcomes, but actually improves also your return on investments, maybe improves efficiency, customer stickiness, all of those good things.</span></p>
<p><span style="font-size:12pt;">And this is where Culture Scope is unique and it's different. So on one platform, you get to measure the leading indicators, being behaviors, you get to feed the platform, any outcome that you measured today, whether it be revenues, even sales revenues, whether it be incidents, accidents, how employees feel, how customers feel.</span></p>
<p><span style="font-size:12pt;">You can bring all of that stuff onto the platform and you connect the lagging indicators to the leading indicators, and by press of a button with a help of a neuron intelligence, the engine that we've built, you can get to see which behaviors impact those outcomes and by how much.</span></p>
<p><span style="font-size:12pt;">So you can look, if I fix these behaviors, how many outcomes I get back for it. Wow. That's incredible. And I know what is my ROI.</span></p>
<p><span style="font-size:12pt;">You talk about use cases. We've had so many, imagine we've been used at 84 countries today, but to give you some examples of that, specifically some of the global banks, particularly one is very public about what we've done with them being HSBC, used it and understanding and predicting how financial crime may occur right across the world, with 30,000 employees, 71 countries.</span></p>
<p><span style="font-size:12pt;">Obviously they come with fighting the after effect. As you know, back in 2016, 17, they've had some significant fines, unfortunately. Be able to understand how we can use behavior analytics as the first line defense against financial crime. Literally, we understand per country, where they need to focus on, how are we likely to stop financial crime, and then to drive interventions to work on more specific behaviors in such a way that you eradicate financial crime within a year, literally.</span></p>
<p><br /><span style="font-size:12pt;"> So you get all regulators off your back, which is really important. And just the other day, having spoken to two of our clients, one of them is in the nuclear industry who really gets to understand which behaviors can drive innovation and manage risk in our nuclear plants, behavior risks took a whole new toll that we can really drive the predictive as to what you really need to do and how you can tell regulators you're on top of your game.</span></p>
<p><span style="font-size:12pt;">Likewise, one insurance company, literally said to me, I have done a detailed study of what drives risk and customer empathy for them and made a plan to manage their risk and customer empathy. He said, wow, in one day you have changed our lives.</span></p>
<p><span style="font-size:12pt;"><strong>And that's what we want to change people’s lives using technology and data insights.</strong> And I had a really a big moment the other day when I heard that, because it's in our DNA. It's what we live for. If we can't do that, what are we there for?</span></p>
<p><span style="font-size:12pt;">You hear so many incidents and issues on the news often. It gives you a quick glimpse into some cases.</span></p>
<p><span style="font-size:12pt;"><strong>Boris:</strong> So can you tell me where and how does behavioral risk fit in the overall organization? Is it in HR, Risk management, Senior management?</span></p>
<p><span style="font-size:12pt;"><strong>Hani:</strong> So behavior risk and culture in general is not a HR issue, it's not a HR department issue. They might do its measurement and sometimes its rollout but really culture is owned by every single employee. Of course you can argue that the leaders are the custodians of culture, but as you know, really every single employee in any company, however, a large or small are literally every minute of every day, enacting, behaving the culture of the place. </span><br /> <br /><span style="font-size:12pt;"> It's not owned by one department. However, it's easy to argue that HR may be the ones that drive a measurement program and interventions, but more and more, we see that transformation divisions are owning it. Obviously, if they need to transform the change behavior, you've got to also conduct risk and compliance guys who own the compliance, even internal audit are interested in what we do and they benefit from the measurement.</span></p>
<p><span style="font-size:12pt;">Let's say that if HR has measured all the behaviors once, now you can please all your internal stakeholders like compliance, risk, and innovation transformation. Now they can plug into that platform and say, here is our sematic view of what we need or our outcomes, whether it be the risk outcomes or innovation outcomes or performance outcomes, and can Culture Scope, answers the difficult questions for us, tell us what behaviors drive the key metric we're interested in?</span></p>
<p><span style="font-size:12pt;">Other thing that I want to highlight is the whole behavior risk agenda. </span><br /> <br /><span style="font-size:12pt;"> Let's just bring some clarity onto it. When we talk about generally a human performance, let's look at it. <strong>Really human performance in general or human factors as you may have heard it can be broadly defined by skill, knowledge behavior. </strong>So if you are particularly interested as a risk manager, you've got to ask you a question. </span><br /> <br /><span style="font-size:12pt;"><strong> Are my people skilled? Are they knowledgeable? And how are they like to conduct themselves to manage risk?</strong></span></p>
<p><span style="font-size:12pt;">Now, skill and knowledge are the easier ones to train, assess, and develop. Behavior was always the hardest one. So we can really plug in and conclude for them, what I used to call the blindfold in human factors. Can I give a further example from the industry that I l started with which is aviation.</span></p>
<p><span style="font-size:12pt;">Think about pilots. They are constantly managing efficiency and managing risk in a flight. Pilots, generally speaking, if you're woke up to a flight now you would have a safe assumption that these guys out the front are skilled to fly in the aircraft, right?</span></p>
<p><span style="font-size:12pt;">They have the knowledge. I mean, it's a pretty clinical environment, all pilots around the world are unanimous with a little bit of variation, they know what the bottoms do.</span></p>
<p><span style="font-size:12pt;">What you don't know as you seat as a passenger is how are they likely to conduct the flight? That's where behavior comes in. Are they likely to be risky, not risky, fuel efficient and so on and so forth. So that kind of explains the difference and that goes to any industry. You always want in human factors to think about risks, say, are they skilled? Are they knowledgeable? Which is what nine times out of 10, the training programs, especially where you started and I'm sure you had a great way to focus on developing skills and knowledge.</span></p>
<p><span style="font-size:12pt;"><strong>The hardest ones, which we didn't have an Institute today is behaviors. </strong>So you can see why now without adding another lens, it's like removing the blindfold of what you really didn't know and couldn't assess. And now you can add behavior training even into your agenda. </span><br /> <br /><span style="font-size:12pt;"><strong> Boris: </strong>What would you say are the key steps, what chief risk officers, or maybe executives must do to be able to build an effective risk culture in their organizations? </span><br /> <br /><span style="font-size:12pt;"> Hani: Brilliant. Well, I would say, there are some really key, easy steps. First of all when we even approach a client, we talk about define. Define what? Well, do you have a risk framework by behavior you want to actually assess? In fact, do you have key outcome metrics that you need to understand which behaviors are driving those metrics? </span><br /> <br /><span style="font-size:12pt;"><strong> So the define stage is a critical, understand the outcomes, understand your framework if you have one. The second point is measurement.</strong> What we really didn't have in the world today and it's critical. This is a big gap, of course, we're plugging in is actually measurements.</span></p>
<p><span style="font-size:12pt;">So you can deploy a tool to measure the behaviors in a quant form. The behavior measure doesn’t tell you how it is manifested but is your first point of understanding whether the behaviors that I'm interested in are present or absent. </span><br /> <br /><span style="font-size:12pt;"> So there's no right and wrong. Remember, I'm using simple words. Now you, if you have a tool, which is what obviously Culture Scope adds to the world is an accurate way or scientific way of measuring the presence or absence of behaviors.</span></p>
<p><span style="font-size:12pt;">Obviously from that, you can move to the insights and people analytics. So all that clever engines that are embedded in Culture Scope can provide you the insights and analytics to tell you the trend analysis in two distinct ways. <strong>One, if you have a framework for risk management, are you actually living, are you behaving your risk framework?</strong> </span></p>
<p><span style="font-size:12pt;">And does your organization drive it up? Remember people in place that story I started with. If not then, you can shine a light on which behaviors we need to focus on to actually live our frameworks, but also to deliver actionable insights.</span></p>
<p><span style="font-size:12pt;">We can look at the key outcomes that you've brought in at your defined stage to say, well, you know, those outcomes that you're interested in, we can tell you which behaviors predict those outcomes. And wow. If those behaviors exist in your framework, that is awesome news. </span><br /> <br /><span style="font-size:12pt;"><strong> Not even that, if you want to drive change, which is the final point, now we can also deliver a roadmap for change, which behaviors you work on first to drive, which outcome you might also know which outcome cascades to another and another.</strong> And now you have clarity around your driving change. So I called it simply just to summarize, define measure, insight, analytics, and change roadmap.</span></p>
<p><span style="font-size:12pt;"><strong>Boris: </strong>You defined it very concise. What does the commonly held belief in the behavior science or a biggest misconception that you strongly disagree with?</span></p>
<p><span style="font-size:12pt;"><strong>Hani: </strong>One of the things now that I constantly see is we still stick to the point that behavior and culture is the unknown. And we get to accept that it's the unknown. As best way we approach it we say, oh, we'll do a qualitative. If we don't do that, we tend to go for invalid tools that tell us something around engagement and not culture. There might be a valid for engagement. You know, I might employees engaged or not, but those things are the not tell you about the behaviors. </span><br /> <br /><span style="font-size:12pt;"><strong> So the biggest misconceptions I'm still finding today, which are changing is the miss measurement of culture, which is dangerous.</strong> I mean, it's worse than not measuring at all, in my opinion. And when we do go to go beyond to say, all right, fine, we've got a metric is then you've got to use the right tools in order to measure in and those are the biggest misnomers, you know, and that the more traditional one obviously is, oh, we've got an engagement survey. </span><br /> <br /><span style="font-size:12pt;"> Well, that would tell us a sentiment. It doesn't tell you anything about behavior. These are the biggest things that we're trying to eradicate them in the world. It doesn't mean that you shouldn't use and engagement survey to manage employee engagement, but don't assume that you've got something that you're doing as a tick box exercise to say, yeah, we've done it. No, no, no. But you've got to be very clear, as I said, do I have the skill, the knowledge and behavior, and if you don’t, you need to alter behavior.</span></p>
<p><span style="font-size:12pt;"><strong>Boris:</strong> Okay, fantastic. So maybe it will be interesting to know what you or your team have recently achieved that you are really proud of. </span><br /> <br /><span style="font-size:12pt;"> Hani: I think beyond our wildest dreams, when we started and we have grown so quickly to 84 countries, although we are head-quartered in the UK, being a cloud business, we can deploy anywhere. But actually we have clients from right around the world. I mean, HQ's from around the world, use the tools.</span></p>
<p><span style="font-size:12pt;">So if you think about it, we launched in 15, it was a soft launch. By the time we actually, put the cloud in place, let's say 16. </span><br /> <br /><span style="font-size:12pt;"> So in four and half years to achieve the growth that we've done, but also help our customers crack the culture code of things that were costing billions in financial crime, in driving safety, there are nuclear sites to stop incidents and near misses. It's just really exciting to be able to make a difference. And as I said, I had a big moment the other day, when a client can simply turn and say to me, wow you have changed our lives. </span><br /> <br /><span style="font-size:12pt;"> So to be able to change lives, we all bring ourselves to work and work as you know, takes a significant part of adult's life and it could affect us in extreme and wonderful ways. But to be able to deal with that and work with that, that is just an important and significant!</span></p>
<p><span style="font-size:12pt;"><strong>Boris:</strong> Fantastic. I ask this question all my guests. Because I'm running Global Risk Community, we are a community about 30,000 members and also have a large mailing list. As a community for risk managers, how can we contribute to the process of a better understanding of this complex world of risk from your perspective? </span><br /> <br /><span style="font-size:12pt;"><strong> Hani:</strong> I like the word complex because I know it is sometimes can be seen as complex, but let's remove the stigma out of complex for a minute. Clarity. Just clarity is quite simple. If you have a risk framework that you expect people to behave at work, now you're at an era when you can test it with advanced analytics, you can know its effects on key outcome metrics that you have been measuring for years and you have those outcome metrics. You've had them forever.</span></p>
<p><span style="font-size:12pt;">So, it's better to know than not know. So don't try and over simplify by saying, I'll just do anything as a tick box exercise. Sadly, I've seen a lot of organizations tend to approach risk with a tick box exercise. We have tried that and you have seen how many companies fallen on the fowl side of risk, whether been in automotive, in finance, in airline or in energy, countless and that's still happening today.</span></p>
<p><span style="font-size:12pt;">I'm sure you hear in the news every week about organizations or even governments around the world. So be brave. It's not that tick box exercise, but you don't have to think of complexity. It is simplicity. Do I measure scale? Do I measure knowledge? Do I measure behaviors? Do I have a framework that I expect people to drive? And now I remove the blindfold. I know exactly what goes on through basically leading indicators of risk. </span><br /> <br /><span style="font-size:12pt;"> If I'm only looking at lagging, I have a problem. If I'm looking at leading and lagging indicators, I've got the full formula. That's what you got to be asking yourself all the time as a risk expert.</span></p>
<p><span style="font-size:12pt;"><strong>Boris:</strong> Okay, fantastic. So I have all my questions. Maybe if I forgot something that you would like to add that would benefit our audience?</span><br /> <br /><span style="font-size:12pt;"><strong> Hani:</strong> Well, let me add one point, which goes beyond measurement to interventions and planning for behavior change. I often get asked two things. Why do intervention programs and transformation programs fail? The next question that I tend to get is, how can we really target that change? What tools do we have to try and drive change?</span></p>
<p><span style="font-size:12pt;">Let me answer the first question, look, transformation or change programs fail for three </span><br /><span style="font-size:12pt;"> critical and simple reasons.</span></p>
<p><span style="font-size:12pt;"><strong>One is you don't know who your change champions are.</strong> In every change, especially around behavior change you do need champions, luckily with a wealth of measuring who have those behaviors present or not. Now you can target your allies. If you don't and again, for an instance, I've done some work with a recent company who we found that at best, they had a 21% chance of achieving the objectives of change, which is very low.</span></p>
<p><span style="font-size:12pt;">Define who my change champions are around the business and my focus is to work with them on driving the change. They amplify the behaviors for me, I'm they champion them that a probability of success goes from 21 to 69%. That's an increase.</span></p>
<p><span style="font-size:12pt;"><strong>The second key point of why they fail is really that I don't know the size of their ask.</strong> If I'm asking this place to change from A to B, how significant is that change? Is that one behavior or 10 behaviors. But the minute that I know the resistance and the size of their ask, I can better to have a plan to find a path of least resistance. I hope that makes sense. </span></p>
<p><span style="font-size:12pt;">The third key points, which often we don't have is having a culture plan. We have a financial plan, an operational plan and I can have a culture plan because I know which behaviors and which outcomes they drive. And how do I get down from A to B it's like having a map. You've got a culture plan, which we can do.</span></p>
<p><span style="font-size:12pt;">And the last question that I think they will be interested in is how do we achieve, what are the tools that I need to have to achieve change and believe it or not, that it's a huge complexity and a stigma around the world about the behavior change. </span><br /> <br /><span style="font-size:12pt;"> Let me simplify it inside one minute. In our lives and everything we do, a behavior falls into two systems. One, we call a system one and one system two. System, one are things we do without sinking, right? You wake up every morning, you make the coffee, you brush your teeth. You don't think about this thing.</span></p>
<p><span style="font-size:12pt;">System two are things that you need to think about. We make about 35 decisions every day. Most of them go through System One because if there is a lot that goes to System 2 you be so tired. You'll need to take a nap every hour literate, you need to take a timeout.</span></p>
<p><span style="font-size:12pt;"><strong>When we achieve a behavioral change, we need to focus on system 2 so much that it becomes system one.</strong> Well, that's what we need to do in behavior change. <strong>The way you achieve this is by understanding the capability, the opportunity, and ultimately also that reward.</strong></span></p>
<p><span style="font-size:12pt;">So the way you can do that if you need to improve the capability that means you're <strong>doing the bias behavior training.</strong> If it's the place and you need to improve the opportunity, and also the reward, you are working on the nudge behaviors.</span></p>
<p><span style="font-size:12pt;"><strong>So the only two allies you have is bias training a nudge</strong>. I know people talk about nudge extremely, and what not is, is quite simple constantly reminding people of what they need to do. And ultimately also providing them a reward so that people go, okay, I better do this as I want to be rewarded.</span></p>
<p><span style="font-size:12pt;">And I just wanted to end on that note because people know there's a lot of misunderstanding misnomers around behaviors. By the way, System 1 and system 2 is not left brain and right brain, not at all. That's not what it is either. It's really is about the systems of behaviors. I hope your audience will find that helpful.</span></p>
<p><span style="font-size:12pt;"><strong>Boris:</strong> Absolutely, thank you for coming to our interview today, Hani, and hopefully we'll continue working with you and probably will a have another interview in a few months to see how you are progressing.</span></p>
<p><span style="font-size:12pt;"><strong>Hani: </strong>It'd be an absolute pleasure. Thank you. I'd love to share the knowledge, we are on a mission. Thank you. Have a nice day.</span></p></div>Digital Transformation and Leadershiphttps://globalriskcommunity.com/profiles/blogs/digital-transformation-and-leadership2021-05-14T06:00:00.000Z2021-05-14T06:00:00.000ZEce Karelhttps://globalriskcommunity.com/members/EceKarel<div><p><iframe style="border:none;" title="Embed Player" width="100%" height="128" scrolling="no" allowfullscreen=""></iframe></p><p><span style="font-weight:400;"><a href="{{#staticFileLink}}8928208486,RESIZE_1200x{{/staticFileLink}}"><img class="align-full" src="{{#staticFileLink}}8928208486,RESIZE_710x{{/staticFileLink}}" alt="8928208486?profile=RESIZE_710x" width="710" /></a></span></p><p><span style="font-weight:400;">In this week's blog post, we're sharing insights on digital transformation from </span><span style="font-weight:400;">Helen Fanucci, a Digital Transformation Sales Leader, Team Builder and Strategic Thinker at Microsoft. She is also an Educational Counselor for Massachusetts Institute of Technology where she recruits and interviews the next generation of technology leaders. </span><span style="font-weight:400;"><br /></span><span style="font-weight:400;"><br /></span><span style="font-weight:400;">Helen has started her career as an engineer, as a graduate from MIT and started working for IBM. She shares, shortly into her career, she has realised that she didn’t want to be in the back room, making technology, but out in the front with customers, helping them use technology for business benefits and outcomes. With this continuous mindset and some good fortune of being in great organisations, she could be in roles where she's helping customers utilize technology most effectively. Gladly, Microsoft has been in front lines, when it came to helping customers transform rapidly when the pandemic hit. In our interview, we have deep dived into digital transformation as many organizations are busier than ever “digitizing” and Helen's unique journey to leadership in one of the largest corporations in the world.</span><span style="font-weight:400;"><br /><br /></span></p><h2><span style="font-size:18pt;"><strong>Digital Transformation During Pandemic</strong></span></h2><p><span style="font-weight:400;">In many industries, COVID has accelerated the move to digital transformation. To give a better perspective, two years of digital transformation was accelerated into just two months. Of course, this has brought some changes in the market, and everyone had to adapt quickly in this crisis. Some companies were more prepared than others to move their whole entire workforce to home. So some of the things Microsoft and other pioneers did early on helped many companies provision not only with laptops and surface devices and move to the home, but help them with their security, moving from a firewall type arrangement into a zero trust cloud arrangement as </span><strong>it’s impossible to actually be able to effectively identify security threats without the use of advanced technology like AI and machine learning.</strong></p><p><span style="font-weight:400;">Moving the company structures to public cloud enables them to be much more adaptable and work collaboratively across the population. You and your employees can be anywhere in the world. </span><strong>It’s really impossible to do digital transformation and remote work without being in a public cloud environment because of the power and the scale that it provides</strong><span style="font-weight:400;">. With already so much foundation on digital transformation, hybrid work is likely here to stay, and this is one of the biggest changes the pandemic has brought into the workforce. And what we’re seeing now is companies really rethinking their infrastructure to be much more resilient, secure and one of the challenges and risks right now is the capacity for software engineers is at all time demand. For example, in India, where many companies go for some software development work, they’re completely at capacity and even the 1.2 million new software engineers that graduate every year get a position in an instance.</span></p><p><span style="font-weight:400;">With such demand, there is a big strain on organizations to actually be able to harden their environments and to move to the next level of transformation. This is a challenge across the globe with everybody rethinking work and trying to move their infrastructure from what Helen calls technical debt, meaning antiquated or older systems, and they are trying to modernize rapidly because they see the need to do that in anticipation of well situations that might come, that were unanticipated like this current pandemic.</span></p><h2><span style="font-size:18pt;"><strong>Digital and Cultural Transformation</strong></span></h2><p><span style="font-weight:400;">Transformation in Microsoft began years ago. And one of the things that they started doing is really looking at all their applications and consolidating them, as well as putting all their data into a common "data lake". Using the same data resource not only enables more efficiency, but it also allows companies to pull from the same data source so that they can have richer conversations within their branches on digital transformation. This may seem like a small thing but transforming and modernizing an IT organization and environment </span><strong>is literally impossible without cultural transformation and such conversations.</strong></p><p><span style="font-weight:400;">As the CEO, one of Satya’s first imperatives was really to focus on cultural transformation at Microsoft, and that’s been huge and it is ongoing. Surely, Microsoft is still on that journey, but they managed to work together much more collaboratively. As a very matrix organisation, and with heavy team work, it’s not just about the technology, but it’s also about how people work together. This is now a reality for many other companies and industries, may it be small or tech giants. As now we commute not by auto or public transport, but by logging on to our keyboards and it takes new skills, new skills of collaboration and building trust, not only with each other and a work environment, but equally with our customers. Many companies underestimate what it takes to build a strong culture where people want to give their best at work, where they feel included, where they’re able to see career advancement, and work collaboratively. </span><strong>It’s a journey and it is underestimated and digital transformation truly at its core is not about technology, but about culture and the people.</strong></p><h2><span style="font-size:18pt;"><strong>Cultural Transformation and Creating Good Work From Home</strong></span></h2><p><span style="font-weight:400;">One of the things that pandemic has shown us is everybody is in a different situation. Some people have kids that they need to homeschool because all the schools are home, they have parents or family members that have been hit with the pandemic that may be in the hospital. So </span><strong>empathy and really connecting with people on a human level has become super important. </strong><span style="font-weight:400;">As a leader, it is very important to hear your team. Asking how they are doing, what is going on, how can you as leader help and support them. The wellbeing and health of the employees should be first and foremost, because you as a leader can’t get anything done without a healthy workforce. Creating flexible work arrangements or pandemic leave for people that need to take some more time off became a norm. </span></p><p><span style="font-weight:400;">You can also use many online tools to collaborate with each other and focus on efficiency, now that everyone is working virtually. For example, you can shorten the meetings quite well, such as instead of a 30 minute meeting, make it 25 minutes or an hour meeting, make it 50 minutes. There is also a lot of research in brain science for creating a new outlook on different ways of working. So we really have to look at new ways of working, such as allowing naps between sessions or going for a short walk. However, this is more on the internal structure and </span><strong>it is equally important to reflect the same kind of empathy towards your customers.</strong><span style="font-weight:400;"> We have to understand that our customer has their own set of challenges and how we can meet them where they are and better serve them in their career.</span></p><h2><span style="font-size:18pt;"><strong>Cyber Security and Cloud Providers</strong></span></h2><p><span style="font-weight:400;">Helen shares that</span> <span style="font-weight:400;">at Microsoft, they look at trillions of signals in a month, billions of analysis and take millions of actions. The emails alone reach 450 to 500 millions in a month so you really need advanced analytics tools like AI and machine learning. And it is a risk to organizations if they’re not current and using the latest technology, if there is antiquated hardware, they are more vulnerable to attacks. With all of the sophisticated nation state attacks, a public cloud provider can be far more secure. </span><strong>It’s literally impossible for a single organization to have that kind of sophisticated security implemented within the organization and still be agile and be able to respond to the next pandemic or earthquake or threat. </strong><span style="font-weight:400;">Accordingly, </span><strong>being on a public cloud is kind of like having herd immunity. </strong></p><p><span style="font-size:18pt;"><strong>Digital Transformation and Risk Management</strong></span><strong><br /></strong><strong><br /></strong><span style="font-weight:400;">Risk managers never really envisioned a global pandemic, but they were all about earthquakes or floods. And although they are devastating local events, the global scale of pandemics like COVID puts the whole industry in a different perspective. So it is really important to think differently about business continuity and risk in our business and make sure that you have agile infrastructure, modern infrastructure that can really adapt as organizations need to adapt to new risks. </span><span style="font-weight:400;"><br /></span><span style="font-weight:400;"><br /></span><span style="font-weight:400;">Secondly, </span><strong>talent is more important than ever with the increase in hybrid and remote work. </strong><span style="font-weight:400;">Now it is possible to look into talent resourcing from a global perspective. One of the risks organizations may not have fully realized is looking at their talent, their talent strategies and how they’re going to retain people. Because now you're competing with companies all around the world and many employees might prefer to pick somewhere that won't require them to full time go to the office after the pandemic ends. Same thing applies to customer interaction, as it is very important to look at whether your customers come to your office or if you will need to create new strategies for how we interact with your customers and conduct business, for example about the necessity of real estate and an office environment.</span></p><h2><span style="font-size:18pt;"><strong>Takeaway Points</strong></span></h2><p><strong>First and foremost is, looking at your strategies for how you support a global remote workforce and make sure it gets securely protected so if it was a workaround make it a permanent fixture. </strong><span style="font-weight:400;">If you don’t have a remote work technology infrastructure or secure infrastructure strategies in place your business continuity might be in risk.</span></p><p><span style="font-weight:400;">The other thing is really pay attention to your talent and put in place deliberate culture strategies. </span><strong>Culture starts with a point of view, a set of values and vision within the organization. </strong><span style="font-weight:400;">Rethink about your vision statement, and whether your set of values are still relevant. Restructuring your work to be effective and relevant for the community and the talent that you’re trying to attract will be a differentiator in the business opportunities, possibilities and revenue growth. </span></p><p><span style="font-weight:400;">And there’s a lot to think about diversity as you can now more than ever hire people that are diverse. </span><strong>You have to think thoroughly about</strong> <strong>having people feel included. </strong><span style="font-weight:400;">Being inclusive really requires behavior change and that’s much harder to do, so it takes being very intentional. As we've mentioned before, to begin with, a leader has to be emphatic towards their team and this cannot be done properly without extensive thought put into diversity and inclusivity.</span></p><h2><span style="font-size:18pt;"><strong>Closing Words</strong></span></h2><p><span style="font-weight:400;">For now, this sums up the key points of our interview. As the Global Risk Community team, we once again thank Helen Fanucci for her insight on digital transformation. More information about this topic is available in our original interview, which is accessible </span><a href="https://globalriskcommunity.com/video/interview-with-helen-fanucci-a-digital-transformation-sales-leade"><span style="font-weight:400;">here</span></a><span style="font-weight:400;">.</span><span style="font-weight:400;"><br /><br /></span></p><p><strong>#risk #culture #digital transformation #leadership #cyber security</strong></p></div>Webinar | Using Behavioural Science to Crack the Culture Code for Risk Managementhttps://globalriskcommunity.com/profiles/blogs/using-behavioural-science-to-crack-the-culture-code-risk2021-04-03T07:25:19.000Z2021-04-03T07:25:19.000ZBoris Agranovichhttps://globalriskcommunity.com/members/BorisAgranovich<div><img src="https://storage.ning.com/topology/rest/1.0/file/get/8784343258?profile=RESIZE_400x&width=400"></div><div><p><span style="font-size:12pt;">Join our upcoming webinar <a href="https://www.brighttalk.com/webcast/8271/479848?utm_campaign=user_webcast_register&utm_medium=email&utm_source=brighttalk-transact&utm_content=title" target="_blank">Using Behavioural Science to Crack the Culture Code for Risk Management</a></span></p>
<p><span style="font-size:12pt;">Corporate culture is one of the most critical levers for creating shareholder value and driving organisational performance, yet one that most companies underutilise. Up until now culture has been extremely difficult to measure and transform as the underlying drivers are invisible. If organisations are unable to see, describe or measure behaviours, it is hard to know if the culture is helping or harming the organisation. </span></p>
<p><span style="font-size:12pt;">Truly understanding the culture and identifying the behaviours that do or do not support the strategic priorities can unlock the full potential of an organisation and its impact on the wider community. This webinar will focus on measuring culture through quantitative behaviour diagnostic and analytics to decoding your organisational culture that drives your business and quantify how to manage risk and generate sustainable value. Are you interested in answering the following questions?</span></p>
<p><br /> <span style="font-size:12pt;">What are the behavioural changes required to align our culture with our strategy? How well does our organisational structure and practices support our ideal culture and minimise risk? Do we have any risks that we are not aware of? What is the gap between our current and desired culture?</span><br /> <span style="font-size:12pt;">During this webinar you will learn how to take the guesswork out of cultural measurement or transformation by: applying behavioural science using ground breaking diagnostics, linking behaviours to business outcomes, providing advanced predictive analytics and providing actionable insights.</span></p>
<p><span style="font-size:12pt;">Register : </span><span style="font-size:12pt;"><a href="https://www.brighttalk.com/webcast/8271/479848?utm_campaign=user_webcast_register&utm_medium=email&utm_source=brighttalk-transact&utm_content=title" target="_blank">Using Behavioural Science to Crack the Culture Code for Risk Management</a></span></p></div>Transforming Employee Engagement into a Competitive Advantage? Here's Howhttps://globalriskcommunity.com/profiles/blogs/transforming-employee-engagement-into-a-competitive-advantage2020-10-23T05:32:41.000Z2020-10-23T05:32:41.000ZMark Bridgeshttps://globalriskcommunity.com/members/MarkBridges<div><p><a href="{{#staticFileLink}}8219691258,original{{/staticFileLink}}" target="_blank"><img class="align-right" src="{{#staticFileLink}}8219691258,original{{/staticFileLink}}" alt="8219691258?profile=original" width="400" /></a>Organizations typically focus on Customer-centric Design in their Strategic Planning and overlook the critical driver of Performance, Growth and Operational Excellence—their employees. With cut-throat competition now the norm the realization has become clearer that employees are:</p><ul><li>The face of the business and create lasting—or perishing—brand impression.</li><li>Sources of innovation and organizational knowledge.</li><li>Representation of the company’s service philosophy.</li><li>Expected to live by its Organizational Culture and values.</li></ul><p>Employee Engagementhas emerged as one of the significant pillars on which the Competitive Advantage, Productivity, and Growth of an organization rests. What, exactly, does it mean when an employee is engaged? Employee Engagement, over the years, has been thought of in terms of:</p><ul><li>Personal engagement with the organization.</li><li>Focus on performance of assigned work.</li><li>Worker burnout.</li><li>Basic needs (meaningful work, safe workplace, abundant resources).</li><li>Attention on Cognitive, Emotional and Behavioral components related to an individual’s performance.</li></ul><p>Although Employee Engagement is widely seen as an important concept, there has been little consensus on its definition or its components either in business or in the academic literature.</p><p>Kumar and Pansari’s 2015 study define Employee Engagement as:</p><blockquote><p>"a multidimensional construct that comprises all of the different facets of the attitudes and behaviors of employees towards the organization".</p></blockquote><p>The multidimensional construct of Employee Engagement has been synthesized into the following 5 components (or dimensions).</p><ol><li>Employee Satisfaction</li><li>Employee Identification</li><li>Employee Commitment</li><li>Employee Loyalty</li><li>Employee Performance</li></ol><p>The 5 dimensions of Employee Engagement have been found to have a direct correlation with high profitability, as substantiated by a number of research studies:</p><p><a href="https://flevy.com/browse/flevypro/5-dimensions-of-employee-engagement-5272"><img class="aligncenter size-full wp-image-7507" src="https://flevy.com/blog/wp-content/uploads/2020/10/5-Dimensions-of-EE-Slide-deck-image.png" alt="" width="1002" height="752" /></a></p><p>For instance, a study of 30 companies in the airline, telecom and hotel industries shows a close relationship between Employee Engagement and growth in profits. After controlling other relevant factors—i.e., GDP level, marketing costs, nature of business, and type of goods, the study found:</p><ul><li>Highest profitability growth—10% to 15%—in companies with highly engaged employees.</li><li>Lowest level of profitability growth—0% to 1%—in companies with disengaged employees.</li></ul><p>Research reveals that Employee Engagement affects 9 performance outcomes; including Customer Ratings, Profitability, Productivity, Safety Incidents, Shrinkage (theft), Absenteeism, Patient Safety Incidents, Quality (Defects), and Turnover.</p><p>The differences in performance between engaged and actively disengaged work units revealed:</p><ul><li>Top half Employee Engagement scores nearly doubled the odds of success compared with those in the bottom half.</li><li>Companies with engaged workforces have higher earnings per share (EPS).</li></ul><p>These 5 dimensions become the base for measuring Employee Engagement in a meaningful manner that permits managers to identify areas of improvement. To assess an organization’s current status of Employee Engagement, a measurement system is needed that includes:</p><ul><li>Metrics for each component of Employee Engagement.</li><li>A scale for scoring metrics in each component.</li><li>A comprehensive scorecard that pulls everything together.</li></ul><p>Let us delve a little deeper into the first 2 dimensions of Employee Engagement.</p><h3>Employee Satisfaction</h3><p><strong>Definition</strong></p><p>Employee Satisfaction is the positive reaction employees have to their overall job circumstances, including their supervisors, pay and coworkers.</p><p><strong>Details</strong></p><p>When employees are satisfied, they tend to be:</p><ul><li>Committed to their work.</li><li>Less absent and more productive in terms of quality of goods and services.</li><li>Connected with the organization’s values and goals.</li><li>Perceptive about being a part of the organization.</li></ul><p><strong>Metrics</strong></p><p>The 5 metrics that gauge Employee Engagement in terms of Employee Satisfaction include:</p><ol><li>Receiving recognition for a job.</li><li>Feeling close to people at work.</li><li>Feeling good about working at the organization.</li><li>Feeling secure about the job.</li><li>Believing that the management is concerned about employees.</li></ol><p>We take a look at another dimension central in significance.</p><h3>Employee Commitment</h3><p><strong>Definition</strong></p><p>Signifies what motivates the employees to do more than what’s in their job descriptions.</p><p><strong>Details</strong></p><p>Employee Commitment is much higher for the employees who identify with the organization. This element:</p><ul><li>Develops over time and is an outcome of shared experiences.</li><li>Is often an antecedent of loyalty.</li><li>Induces employees to guard the organization’s secrets.</li><li>Pushes employees to work for organization’s best interests.</li></ul><p>Research has found that employees with the highest levels of commitment:</p><ul><li>Perform 20% better.</li><li>Are 87% less likely to leave the organization.</li></ul><p><strong>Metrics</strong></p><p>The 3 metrics that gauge the Employee Commitment dimension of Employee Engagement include:</p><ol><li>Commitment to deliver the brand promise along with knowledge of the brand.</li><li>Very committed to delivering the brand promise.</li><li>Feels like the organization has a great deal of personal meaning.</li></ol><p>Interested in learning more about these <a href="https://flevy.com/browse/flevypro/5-dimensions-of-employee-engagement-5272">foundational pillars to Employee Engagement</a>? You can <a href="https://flevy.com/browse/flevypro/5-dimensions-of-employee-engagement-5272">download an editable PowerPoint on <strong>5 Dimensions of Employee Engagement</strong> here</a><u> </u>on the <a href="https://flevy.com/browse">Flevy documents marketplace</a>.</p><h3><strong>Are you a Management Consultant?</strong></h3><p>You can download this and hundreds of other <a href="http://flevy.com/pro/library/frameworks">consulting frameworks</a> and <a href="http://flevy.com/pro/library/consulting">consulting training guides</a> from the <a href="http://flevy.com/pro/library">FlevyPro library</a>.</p></div>Digital Transformation: 2 Distinct Models to Manage Key Talenthttps://globalriskcommunity.com/profiles/blogs/digital-transformation-2-distinct-models-to-manage-key-talent2020-10-20T18:00:00.000Z2020-10-20T18:00:00.000ZMark Bridgeshttps://globalriskcommunity.com/members/MarkBridges<div><p><a href="{{#staticFileLink}}8219694493,original{{/staticFileLink}}" target="_blank"><img class="align-right" src="{{#staticFileLink}}8219694493,original{{/staticFileLink}}" alt="8219694493?profile=original" width="350" /></a>Traditional Talent Management practices fail to meet the high-potential talent requirements imperative to compete in the digital world today. In fact, they disappoint the key talent available in the market.</p><p>A 2016 Digital Business research by MIT Sloan Management Review and Deloitte on 3700+ executives reveals attracting and retaining talent as the most pressing concern for organizations large or small. The study indicates that organizations that are still using traditional approaches to manage Talent face a number of pressing challenges, including:</p><ul><li>Building new competencies within limited resources.</li><li>Alignment of culture, strategic initiatives, human capital, and hierarchies with organizational objectives.</li><li>Attracting, selecting, and retaining key talent.</li><li>Creating robust <a href="https://flevy.com/browse/stream/performance-management">Performance Management</a>, compensation, and benefits systems.</li><li>Finding and developing talent with critical capabilities—such as forward thinking, transformative vision, and change focus—alongside technical skills.</li><li>Providing opportunities that require digital skills, to attract and keep critical Talent engaged in the organization.</li></ul><p>One of the findings of the 2016 digital business study demonstrate that it’s both the younger as well as middle management people who tend to look elsewhere in case they don’t find opportunities to develop digital skills in their existing organizations. Such results call for senior management to identify, evaluate, and implement more immediate and appropriate digital technologies methods to attract and retain key talent. Leading organizations are now incorporating these Talent Transformation efforts into their Digital Transformation programs.</p><p>Research on 3700 plus Digital-native respondents further reveals leading organizations to be using a combination of 2 distinct models to manage their Talent:</p><ol><li><strong>Talent Markets for Contractors</strong></li><li><strong>Digital Tools for Employees</strong></li></ol><p><a href="https://flevy.com/browse/flevypro/digital-transformation-talent-management-5281"><img class="aligncenter size-full wp-image-7494" src="https://flevy.com/blog/wp-content/uploads/2020/10/Talent-Mgmt.png" alt="" width="1002" height="752" /></a></p><p>Let's discuss the first approach to Talent Management in detail, for now.</p><h3><strong>Talent Markets for Contractors</strong></h3><p>Acquisition of right talent necessitates fostering linkages with on-demand talent markets for the timely availability of required talent. Many organizations seek help from on-demand Talent Markets to attract and sustain talent in the digital business environment. These organizations pursue a flexible recruitment model using digital platforms to attract skilled contractors and consultants. Digital talent markets can be expanded or contracted depending on the quantity of work and skillsets required.</p><p>Digital talent markets can coordinate the work of full-time employees as well as cover live activities of contractors more nimbly and reliably. Digital platforms offer superior talent markets to assess and manage large talent pool of contractors. A few organizations are experimenting with developing their own on-demand talent markets while some have cooperated with other organizations to share talent markets. It’s up to senior management to decide if they want to leverage existing on-demand talent markets or cultivate their own to ensure availability of required skills when needed. Talent markets can be nurtured using 3 best practices:</p><ol><li><strong>Manage on-demand talent markets as a community</strong></li><li><strong>Strike a balance between full-time and part-time talent</strong></li><li><strong>Create an environment where the best people want to work</strong></li></ol><h4><strong>Manage on-demand talent markets as a community</strong></h4><p>To make the availability of required key talent certain:</p><ul><li>On-demand talent markets should be considered strategic resources and cultivated carefully with future talent requirements in mind.</li><li>Companies should devote resources and efforts to develop their own talent pool.</li></ul><h4><strong>Strike a balance between full-time and part-time talent</strong></h4><p>Talent markets are meant to manage freelancers. However, a few organizations have also begun collaborating with them and deploying their full-time employees to project work that is critical to build new competences. A few considerations in this regard include:</p><ul><li>Companies need to strike an equilibrium between full-time and part-time talent.</li><li>Some people prefer full-time employment while others fancy flexibility or work from home options.</li><li>Some workforce providers even offer services of retired people with expert skills, who have proved to be a valuable asset.</li><li>Firms can choose on-demand workforce providers to have full-time employees to maintain a steady employee base, or pick part-time contractors to handle workload surges.</li></ul><h4><strong>Create an environment where the best people want to work</strong></h4><p>Setting up the right environment is central to attracting and retaining the best flexible, on-demand talent. A majority of companies consider freelancers or independent contractors inferior to their permanent employees. Organizations that want to attract great talent should think of contractors as valuable resources and treat them as such. To get top talent, organizations need to:</p><ul><li>Nurture an <a href="https://flevy.com/browse/stream/culture">Organizational Culture</a> conducive to support on-demand workers.</li><li>Devise remuneration and reward systems that value contractors and full-time employees equally.</li><li>Create an atmosphere that offers attractive work experiences for the employees.</li><li>Deploy people on interesting projects and allow them to experience job rotations to improve their skills sets, problem solving abilities, cross-departmental team collaboration, and improve their engagement levels.</li></ul><p>Interested in learning more about the 2 distinct approaches to <a href="https://flevy.com/browse/flevypro/digital-transformation-talent-management-5281">Talent Management through Digital Transformation</a>? You can download <a href="https://flevy.com/browse/flevypro/digital-transformation-talent-management-5281">an editable PowerPoint on <strong>Digital Transformation: Talent Management</strong> here </a>on the <a href="https://flevy.com/browse">Flevy documents marketplace</a>.</p><h3><strong>Are you a Management Consultant?</strong></h3><p>You can download this and hundreds of other <a href="http://flevy.com/pro/library/frameworks">consulting frameworks</a> and <a href="http://flevy.com/pro/library/consulting">consulting training guides</a> from the <a href="http://flevy.com/pro/library">FlevyPro library</a>.</p></div>Shareholder Value Traps: How to Evade Them and Focus on Value Creation for Your Organizationhttps://globalriskcommunity.com/profiles/blogs/shareholder-value-traps-how-to-evade-them-and-focus-on-value2020-09-19T07:03:24.000Z2020-09-19T07:03:24.000ZMark Bridgeshttps://globalriskcommunity.com/members/MarkBridges<div><p><a href="{{#staticFileLink}}8028335301,original{{/staticFileLink}}" target="_blank"><img class="align-right" src="{{#staticFileLink}}8028335301,original{{/staticFileLink}}" alt="8028335301?profile=original" width="350" height="400" /></a>Changing industry ecosystems and competition today demand from the organizations to undergo strategic shifts. The purpose of a company is undergoing <a href="https://flevy.com/browse/stream/transformation">Business Transformation</a> from serving the interest of shareholders to serving all stakeholders that influence the organization.</p><p>Shareholders are often considered the only stakeholders that invest in a business. Senior management needs to be cognizant of the importance of shareholders as well other stakeholders who create value for the organization. They should work on building a collaborative <a href="https://flevy.com/browse/stream/culture">Organizational Culture</a> and paying heed to the welfare of all those groups that play a role in organizational growth.</p><p>This warrants a thorough evaluation of all stakeholders, their long-term interests, and <a href="https://flevy.com/browse/stream/value-creation">Value Creation</a>—or Value Destruction—potential for the organization. But first, this calls for finding answers to the following key questions:</p><ul><li>Who creates the most value for the organization?</li><li>Who among the stakeholders typically secure the best deals from the organization?</li><li>Who is the victim of having the worst deals from the organization?</li><li>Who among the stakeholders is potentially untrustworthy?</li><li>Are there any intermediaries or stakeholders fulfilling their personal agendas?</li></ul><p>Answering these questions is critical for the executives, otherwise they may risk falling into <a href="https://flevy.com/browse/flevypro/shareholder-value-traps-5239">Shareholder Value Traps</a>. Recognizing and understanding stakeholder value traps while managing stakeholders' various interests helps executives achieve shared and individual long-term goals. These 5 common traps prevent stakeholders’ interests to get integrated with the interests of the organization and destroy the value of a company if overlooked:</p><ol><li><strong>Ignoring cash-flow driving stakeholders while distributing cash</strong></li><li><strong>Miscalculating reaction from stakeholders</strong></li><li><strong>Supporting under-performing units</strong></li><li><strong>Conceding to willful vulture capitalists</strong></li><li><strong>Misjudging intermediaries role in transactions</strong></li></ol><div class="wp-block-image"><a href="https://flevy.com/browse/flevypro/shareholder-value-traps-5239"><img class="wp-image-7377" src="https://flevy.com/blog/wp-content/uploads/2020/09/Shareholder-Value-Traps.png" alt="" /></a></div><p> </p><p>Let’s discuss 3 of these stakeholder traps individually.</p><p><strong>TRAP 1 – Ignoring cash-flow driving stakeholders while distributing cash</strong></p><p>Shareholders are often treated as the critical drivers of long-term cash flows. However, they are often short-term cash flow generators, whereas other stakeholders who provide their input for the organization in the form of their competencies and experience deliver long-term value. These real contributors should be given top priority when distributing cash on earnings. Underestimating or failure to identify the real long-term cash-flow generators can be a fatal value trap for an organization.</p><p><strong>TRAP 2 – Miscalculating reaction from stakeholders</strong></p><p>Another trap that most executives fall victim to is discounting potential backlash from weak stakeholders upon unfair distribution of cash / incentives. Mining value from these victims to support shareholder disbursements can be equally detrimental, as annoyed stakeholders—with the help of social media and NGOs—, legal battles, and financial penalties can devastate a firm’s reputation and financial health.</p><p><strong>TRAP 3 – Supporting under-performing units</strong></p><p>Senior executives and boards at some organizations foster free riders—stakeholders that sap more benefits from the enterprise than the business they generate—at the expense of long-term value shareholders. Free riders include an under-performing department close to the board, or a dwindling business unit that is part of a profitable section and whose financials are not categorized separately.</p><p>Continued support to these free riders is often at the cost of allocating resources to other potentially more profitable ventures, and this practice has led many companies to losses and even bankruptcies.</p><p>Interested in learning more about the <a href="https://flevy.com/browse/flevypro/shareholder-value-traps-5239">Stakeholder Value Traps</a>, types of organizational stakeholders, and strategies to stay clear of the Stakeholder Value Traps? You can download <a href="https://flevy.com/browse/flevypro/shareholder-value-traps-5239">an editable PowerPoint on <strong>Shareholder Value Traps</strong> here</a> on the <a href="https://flevy.com/browse">Flevy documents marketplace</a>.</p><h3><strong>Are you a Management Consultant?</strong></h3><p>You can download this and hundreds of other <a href="http://flevy.com/pro/library/frameworks">consulting frameworks</a> and <a href="http://flevy.com/pro/library/consulting">consulting training guides</a> from the <a href="http://flevy.com/pro/library">FlevyPro library</a>.</p><p> </p></div>The Devil is in the Details: Your Primer to a Lean Culturehttps://globalriskcommunity.com/profiles/blogs/the-devil-is-in-the-details-your-primer-to-a-lean-culture2020-07-04T07:00:00.000Z2020-07-04T07:00:00.000ZJoseph Robinsonhttps://globalriskcommunity.com/members/JosephRobinson808<div><p></p><p>Culture is essential today in helping employees and management survive in today’s environment. Survival has become a strong word <a href="https://flevy.com/blog/wp-content/uploads/2020/03/pic-1-Lean-Culture-Framework-300x200.jpeg" target="_blank"><img src="https://flevy.com/blog/wp-content/uploads/2020/03/pic-1-Lean-Culture-Framework-300x200.jpeg?profile=RESIZE_710x" width="300" class="align-right" alt="pic-1-Lean-Culture-Framework-300x200.jpeg?profile=RESIZE_710x" /></a>today. Without culture, everyone in the organization would act or behave differently. No one would be able to anticipate someone else’s behavior, and no one would understand why people behave the way they do. When this happens, the organization’s performance would be very chaotic.</p><p>What is culture? <a href="https://flevy.com/browse/stream/culture">Organizational Culture</a> is a learned process and is developed by the organization as a response to the working environment established by the organization’s leadership and management team. It is established in all organizations, regardless of whether its development is guided or unguided. Either way, culture can have a positive or negative impact on the organization’s performance.</p><h3>A Take Away at Corporate Culture and a Lean Culture</h3><p>Corporate culture is a set of standards shared by members of an organization. It produces behavior that falls within a range that the organization considers proper and acceptable. Having the right culture will increase the organization’s chance to survive.</p><p>What is a Lean Culture? <a href="https://flevy.com/browse/flevypro/lean-culture-primer-4065">Lean Culture</a> is a total system and represents a complete and comprehensive culture change in the organization. A Lean Culture enables lean implementation and represents a completely new way of managing the organization through <a href="https://flevy.com/lean-management">Lean Management</a>.</p><p>The development of a Lean Culture starts with a Lean Culture Framework.</p><h3>The Lean Culture Framework</h3><p>The development of a Lean Culture starts with a definition of a <a href="https://flevy.com/browse/flevypro/lean-culture-primer-4065">Continuous Improvement Lean Culture</a>. As a starting point, the Lean Culture Framework consists of 5 essential elements.</p><p><a href="https://flevy.com/browse/flevypro/lean-culture-primer-4065" target="_blank"><img src="https://flevy.com/blog/wp-content/uploads/2020/03/pic-2-Lean-Culture-Framework.png?profile=RESIZE_710x" width="750" class="align-full" alt="pic-2-Lean-Culture-Framework.png?profile=RESIZE_710x" /></a></p><ol><li><strong>Definition</strong>. This element ensures that the organization gets to properly define what Continuous Improvement Lean Culture really means for the entire organization. When this is undertaken, improvement becomes a part of the organization’s culture.</li></ol><ol start="2"><li><strong>Translation and Integration</strong>. The second element ensures that culture is well translated and integrated into values and related behaviors. It is important for organizations to understand that strong values can guide the behaviors of people.</li></ol><ol start="3"><li> <strong>Strategic Applications</strong>. This basically refers to the strategic application of cultural elements. If problem-solving is one of the cultural elements, the strategic plan of the organization can take a problem-solving approach to achieve key targets.</li></ol><ol start="4"><li><strong>Diligent Development</strong>. This element focuses on the diligent development of a comprehensive culture. This ensures the alignment of programs with a long-term problem-solving culture of improvement of the organization and eliminates conflicting messages.</li></ol><ol start="5"><li><strong>Reinforcement</strong>. The fifth element ensures that reinforcement is undertaken with regular recognition. When this is done, the organization can expect to gain more improvements.</li></ol><p>The <a href="https://flevy.com/browse/flevypro/lean-culture-primer-4065">five (5) elements of the Lean Culture Framework</a> must be properly structured to ensure its effective implementation. In today's business environment where <a href="https://flevy.com/business-toolkit/competitive-advantage">Competitive Advantage</a> and <a href="https://flevy.com/operational-excellence">Operational Excellence</a> is gaining ground towards sustainability, organizations just need to learn how to operate smartly and effectively. This can be done when a Lean Culture Framework is established and implemented.</p><h3>The Devil is in The Details: The Implementation</h3><p>Culture change typically is not greeted with open arms. To be successful, a Lean Culture change initiative must have a few DO-NOT-PASS-GO items. A few of these are leadership involvement and engagement, cultural dynamics, and education. Implementation of a Lean Culture Framework may seem easy but it is not. It requires care, patience, a bottomless energy source, and an iron will to succeed. It can be of advantage if organizations are well guided in undertaking a culture change. A well developed and thought-of plan can highly help organizations go through culture change with just a few bumps along the way.</p><p>Interested in gaining more understanding of <a href="https://flevy.com/browse/flevypro/lean-culture-primer-4065">Lean Culture</a>? You can learn more and download an <a href="https://flevy.com/browse/flevypro/lean-culture-primer-4065">editable PowerPoint about <strong>Lean Culture</strong> here</a> on the <a href="https://flevy.com/browse">Flevy documents marketplace</a>.</p><p><strong>Are you a management consultant?</strong></p><p>You can download this and hundreds of other <a href="https://flevy.com/pro/library/frameworks">consulting frameworks</a> and <a href="https://flevy.com/pro/library/consulting">consulting training guides</a> from the <a href="https://flevy.com/pro/library">FlevyPro library</a>.</p></div>The Burke-Litwin Change Model: Today’s Most Influential Model on Organizational Changehttps://globalriskcommunity.com/profiles/blogs/he-burke-litwin-change-model-today-s-most-influential-model-on2020-03-16T06:00:00.000Z2020-03-16T06:00:00.000ZJoseph Robinsonhttps://globalriskcommunity.com/members/JosephRobinson808<div><p>Organizations are continually searching for innovative ways of enhancing competitiveness. This is brought about by evolving external <a href="http://flevy.com/blog/wp-content/uploads/2019/11/pic1-Burke-Litwin-Change-Model-300x200.jpeg" target="_blank"><img src="http://flevy.com/blog/wp-content/uploads/2019/11/pic1-Burke-Litwin-Change-Model-300x200.jpeg?profile=RESIZE_710x" width="300" class="align-right" alt="pic1-Burke-Litwin-Change-Model-300x200.jpeg?profile=RESIZE_710x" /></a>factors such as changing demographics, globalization, and technology. Because of changing dynamics, it has required managers to rapidly rethink and retool their organizational management strategies.</p><p>Coming up with the appropriate strategies calls for an increasing need for organizational diagnosis in developing and maintaining a competitive advantage. Researchers believe that in conducting organizational diagnosis, organizational effectiveness must be viewed from a systems perspective using a multidimensional approach in assessing the factors affecting <a href="https://flevy.com/business-toolkit/enterprise-performance-management">enterprise performance management</a>.</p><p>At this point wherein the role of organizational climate in business performance has become significant, there is a need for a business model that is most influential. To date, the <a href="https://flevy.com/browse/flevypro/burke-litwin-change-model-3981">Burke-Litwin Change Model</a> is the best known and most influential model suitable when it comes to organizational climate.</p><h3>A Quick Look at Burke-Litwin Change Model</h3><p>The Burke-Litwin Change Model is seen as a conceptual framework that can best describe the relationships between different features of the organization, as well as its context and effectiveness.</p><p>According to Burke and Litwin (1992), <a href="https://flevy.com/business-toolkit/change-management-cm">Change Management</a> models are not meant to be prescriptive. They are meant to provide a means to diagnose, plan, and manage change. Using the Burke-Litwin Change Model will provide organizations an effective diagnostic tool to improve overall organizational performance. It is a useful model for understanding the organizational change process.</p><p>The Burke-Litwin Change Model, as a change management tool, assumes 12 organizational elements that determine a change within an organization.</p><h3>The Burke-Litwin Change Model 12 Drivers</h3><p>The <a href="https://flevy.com/browse/flevypro/burke-litwin-change-model-3981">12 key drivers of the Burke-Litwin Change Model</a> interact with and affect each other. The change in the 12 key drivers brings about a series of changes in the structure, practices, and the system of the organization.</p><p>The 12 key drivers have been organized based on their specific roles within the organization.</p><p><a href="https://flevy.com/browse/flevypro/burke-litwin-change-model-3981" target="_blank"><img src="http://flevy.com/blog/wp-content/uploads/2019/11/pic-2-Burke-Litwin-Change-Model-1024x768.png?profile=RESIZE_710x" width="750" class="align-full" alt="pic-2-Burke-Litwin-Change-Model-1024x768.png?profile=RESIZE_710x" /></a></p><p><strong>Input</strong>.</p><ol><li>External Environment. The External Environment is the external influences important fo organizational changes. These are the economy, customer behavior, competition, politics, and legislation.</li></ol><p><strong>Throughput: Transformational Drivers. </strong>Transformational Drivers are those that make up the fundamental structure of an organization. It relates to the organization as a whole. There are 3 Transformational Drivers.</p><ol><li><a href="https://flevy.com/business-toolkit/mission-vision-values">Mission</a> and <a href="https://flevy.com/browse/stream/strategy-development">Strategy Development</a></li><li><a href="https://flevy.com/browse/stream/leadership">Leadership Development</a></li><li><a href="https://flevy.com/business-toolkit/corporate-culture">Corporate Culture</a></li></ol><p>The 3 key drivers have over-riding importance of dealing with a change that is intended to share up “the way things are done around here.”</p><p><strong>Throughput: Transactional Drivers</strong></p><p>Transactional drivers are drivers that are more easily changed, but rarely have the same kind of impact on organization-wide performance. This concerns daily activities that take place in organizations and their mutual cohesion. There are 7 Transactional Drivers.</p><ol><li>Structure</li><li>Systems</li><li>Management Practices</li><li>Work Climate</li><li>Task and Individual Skills</li><li>Individual Needs and Values</li><li>Motivation.</li></ol><p>The Transactional Drivers can affect performance. However, performance can only be long-lasting if these key drivers are aligned. The 7 key drivers are critical in their role of supporting the change process.</p><p><strong> Output</strong></p><p>Individual and Organizational Performance is the 12th key driver. It is the outcome of the change.</p><h3><strong>The 12th Key Driver: The Individual and Organizational Performance</strong></h3><p>The only thing that is constant is change. As output changes, so does the input and the factors of change. Individual and Organizational Performance is the measure of the effectiveness of the change. It measures the performance levels of both the individual employee and on the departmental and organizational level.</p><p>Individual and Organizational Performance can be measured on the basis of <a href="https://smallbusiness.chron.com/employee-turnover-definitions-calculations-11611.html">turnover</a>, productivity, quality requirements, efficiency, and customer satisfaction. This is the key driver that impacts on the external environment.</p><p>Interested in gaining more understanding of the <a href="https://flevy.com/browse/flevypro/burke-litwin-change-model-3981">Burke-Litwin Change Model</a>? You can learn more and download an <a href="https://flevy.com/browse/flevypro/burke-litwin-change-model-3981">editable PowerPoint about the <strong>Burke-Litwin Change Model</strong> here</a> on the <a href="https://flevy.com/browse">Flevy documents marketplace</a>.</p><p><strong>Are you a management consultant?</strong></p><p>You can download this and hundreds of other <a href="http://flevy.com/pro/library/frameworks">consulting frameworks</a> and <a href="http://flevy.com/pro/library/consulting">consulting training guides</a> from the <a href="http://flevy.com/pro/library">FlevyPro library</a>.</p></div>The key to being FaB-erhttps://globalriskcommunity.com/profiles/blogs/the-key-to-being-fab-er2020-03-10T03:27:45.000Z2020-03-10T03:27:45.000ZBryan Whitefieldhttps://globalriskcommunity.com/members/BryanWhitefield<div><p><a href="{{#staticFileLink}}8028314073,original{{/staticFileLink}}" target="_blank"><img src="{{#staticFileLink}}8028314073,original{{/staticFileLink}}" class="align-right" alt="8028314073?profile=original" /></a>FaB (Faster and Better) decision making is possible through the right categorisation. Without the categorisation used at <strong><a href="https://www.bryanwhitefield.com.au/blog/the-key-to-being-fab/" target="_blank">Amazon between Type 1 consequential irreversible, and Type 2 reversible decision making that I wrote about last week</a></strong>, we run the risk of either undercooking or overcooking our decision making.</p><div class="post_content"><p>What does this mean? It means that our decision making can be rough when we undercook things. This leads to us constantly needing to rework things. Which in turn leads to us either missing our objectives completely or under achieving them or, at worst, achieving them 6 or 12 months later than we should have. And if we overcook them, we are simply too slow. Delaying achievement of objectives and putting them at risk of being overtaken by external events.</p><p>If you categorise well, and improve decision making across the organisation, everything is just smoother. Re-work is infrequent and your objectives are achieved 10, 20 or even 30% faster than they otherwise might have been.</p><p>And there is more to categorising than simply the Type 1 and Type 2 decisions used in Amazon. In Daniel Kahneman’s world of <strong><em><a href="https://www.amazon.com/Thinking-Fast-Slow-Daniel-Kahneman/dp/0374533555" target="_blank">Thinking Fast and Thinking Slow</a></em></strong> his categories are System 1 for fast and System 2 for slow, considered decision making. System 1 is when we use heuristics, little shortcuts to get a quick decision. Such as, assuming a new Italian restaurant down the street will be expensive because the one it’s replacing was expensive or because of the way it looks. While that assumption might be wrong, no great harm is done and you have reached a fast decision about whether or not you want to try it sooner or later.</p><p>Heuristics are very, very helpful to get us through our day of thousands of decisions. But every now and then they are wrong and they hurt. Like assuming the nice young lad offering to take your car for a car wash to earn a couple of bucks but never bringing it back. (Yep, happened to a friend of mine. The young guy returned two other cars to the workplace before pestering my friend into agreeing to take him up on his car wash service – and of course his car was the most expensive!)</p><p>Kahneman and his colleague, Amos Tversky, worked hard to train themselves to identify when thinking fast is not appropriate. They found it difficult. The result? Simply knowing we take shortcuts when we shouldn’t is not enough to improve our decision making. We need to put in place interventions.</p><p>In my next blog I will talk more on categorisation and on creating these interventions.</p><p>__________________________________________________________________________________</p><p><a href="{{#staticFileLink}}8028269661,original{{/staticFileLink}}" target="_blank"><img src="{{#staticFileLink}}8028269460,original{{/staticFileLink}}" class="align-left" width="360" height="120" alt="8028269460?profile=original" /></a></p><p><br /> Bryan's new book teaches you practical methods to cut through with your advice and make the impact you want to make. Available on Amazon or order <a href="https://www.bryanwhitefield.com.au/product/wcbook/" target="_blank">here</a> now.</p><p></p><p></p><p><a href="{{#staticFileLink}}8028259276,original{{/staticFileLink}}" target="_blank"><img src="{{#staticFileLink}}8028259276,original{{/staticFileLink}}" class="align-left" width="357" height="119" alt="8028259276?profile=original" /></a></p><h3><strong>YOUR DECISIONS DEFINE YOU.</strong></h3><p>Available on Amazon or order <a href="http://www.bryanwhitefield.com.au/product/decide-how-to-manage-the-risk-in-your-decision-making/" target="_blank">here</a> now.</p><p></p><p></p><p></p><p>Bryan Whitefield works with strategic leaders across all sectors to help organisations harness uncertainty – uncertainty is the strategic leader’s best friend. He is the author of <em>DECIDE: How to Manage the Risk in Your Decision Making</em> and <em>Winning Conversations: How to turn red tape into blue ribbon</em>. He is the designer of the <a href="https://www.bryanwhitefield.com.au/experts-need-advocates-whitepaper/" target="_blank">Risk Culture: Build Your Tribe of Advocates Program</a> for support functions and the <a href="https://www.bryanwhitefield.com.au/persuasive-adviser-program/" target="_blank">Persuasive Adviser Program</a> for internal advisers. Both can be booked individually or in-house. For more information about Bryan, please <a href="http://www.bryanwhitefield.com.au/about-bryan/" target="_blank">click here</a>.</p><p></p><p></p><p><a href="http://www.bryanwhitefield.com" target="_blank">www.bryanwhitefield.com</a></p><p></p><div class="clear"></div></div></div>Making it Right the First Time: The Road to Operating Model Transformationhttps://globalriskcommunity.com/profiles/blogs/making-it-right-the-first-time-the-road-to-operating-model2020-03-07T06:00:00.000Z2020-03-07T06:00:00.000ZJoseph Robinsonhttps://globalriskcommunity.com/members/JosephRobinson808<div><p><a href="https://flevy.com/lean-management">Lean Management</a> plays a significant role in putting in place processes, capabilities, and tools to improve how businesses operate. But<a href="http://flevy.com/blog/wp-content/uploads/2019/11/pic-1-Digital-Transformation-225x300.jpeg" target="_blank"><img src="http://flevy.com/blog/wp-content/uploads/2019/11/pic-1-Digital-Transformation-225x300.jpeg?profile=RESIZE_710x" width="225" class="align-right" alt="pic-1-Digital-Transformation-225x300.jpeg?profile=RESIZE_710x" /></a>, the Digital Age has increased both the opportunities for businesses who know how to react and the difficulty of getting it right.</p><p>Tasks performed by humans are now more complex be it accessing information in multiple formats from multiple sources or responding to changing market and customer dynamics at an ever-increasing speed. As an increasing number of tasks become automated or taken over by cognitive-intelligence capabilities, companies need to learn from lean management. Like a sprinter who needs all her muscles to be finely tuned and working in concert to reach top speeds, fast-moving institutions must have a system to continually synchronize strategies, activities, performance, and health.</p><p>Many organizations understand the need to change how they work and have embarked on numerous initiatives, yet few have been able to get beyond isolated success cases or marginal benefits. Most companies recognize the need for a <a href="https://flevy.com/browse/flevypro/digital-transformation-operating-model-transformation-3977">Next-gen Operating Model</a> to drive their business forward their <a href="https://flevy.com/digital-transformation">Digital Transformation</a> initiatives. But, how they develop it makes a big difference.</p><h3>The Next-gen Operating Model</h3><p>There are <a href="https://flevy.com/browse/flevypro/digital-transformation-operating-model-transformation-3977">4 core pillars of a Next-gen Operating Model</a>. Putting these in place will ensure its successful implementation.</p><p><a href="https://flevy.com/browse/flevypro/digital-transformation-operating-model-transformation-3977" target="_blank"><img src="http://flevy.com/blog/wp-content/uploads/2019/11/pic-2-Digital-Transformation-1024x768.png?profile=RESIZE_710x" width="750" class="align-full" alt="pic-2-Digital-Transformation-1024x768.png?profile=RESIZE_710x" /></a></p><ol><li><strong>Autonomous, Cross-functional Teams</strong>. The first pillar is focused on empowering the team to own products, services, or journeys. Having autonomous, <a href="https://en.wikipedia.org/wiki/Cross-functional_team">cross-functional teams</a>, organizations can become nimble in building skills across their teams. They make anchor hires for key roles, set up rotational and train the trainer programs, and commit to ongoing capability building and training for key roles.</li></ol><ol start="2"><li><strong>Flexible, Modular Platform</strong>. The second pillar is focused o supporting a faster deployment of products and services. Having Flexible, Modular Platforms will enable technology teams to better collaborate with business leaders in assessing which systems need to move faster.</li></ol><ol start="3"><li><strong>Connected Management System</strong>. The third pillar focuses on driving a culture of continuous improvement that cemented on customer needs. A Connected Management System will ensure that Management systems are evolving to create feedback mechanisms with and between various operations and teams.</li></ol><ol start="4"><li><strong>Agile, Customer-centric Culture</strong>. The fourth pillar is focused on speed and execution over perfection. Having an Agile, <a href="https://flevy.com/business-toolkit/customer-centric-culture">Customer-centric Culture</a> is critical to success. It leads the change from the top and builds new ways of working across organizational boundaries. When functions and teams collaborate, effective time to market to reduced as well as operational risk.</li></ol><p>The path to building up the Next-gen Operating Model follows well-defined approaches to guide organizations. These approaches will be every organization’s guide to operating model transformation during the first 12 months.</p><h3>Following the 4 Critical Approaches to Operating Model Transformation</h3><p>The <a href="https://flevy.com/browse/flevypro/digital-transformation-operating-model-transformation-3977">4 critical Approaches to Operating Model Transformation</a> works well when there is a broad and top-down organizational mandate for change. Before anything else, organizations must make sure that the change mandate is in place so that the entire organization is aligned with the proposed change.</p><p>One of the 4 Critical Approaches is the Innovation Lab. The Innovation Lab is a dedicated unit set up to be entirely separate from the historical culture, decision-making bureaucracy, and technical infrastructure of the main business. It hatches new business models in an informal setting. It is best used when there is a need to move very quickly in response to market pressures.</p><p>Mastering these various approaches will enable organizations to better go through the Operating Model Transformation in the most effective way to achieve <a href="https://flevy.com/operational-excellence">Operational Excellence</a>.</p><p>Interested in gaining more understanding of <a href="https://flevy.com/browse/flevypro/digital-transformation-operating-model-transformation-3977">Operating Model Transformation</a>? You can learn more and download an <a href="https://flevy.com/browse/flevypro/digital-transformation-operating-model-transformation-3977">editable PowerPoint about <strong>Digital Transformation: Operating Model Transformation</strong> here</a> on the <a href="https://flevy.com/browse">Flevy documents marketplace</a>.</p><p><strong>Are you a management consultant?</strong></p><p>You can download this and hundreds of other <a href="http://flevy.com/pro/library/frameworks">consulting frameworks</a> and <a href="http://flevy.com/pro/library/consulting">consulting training guides</a> from the <a href="http://flevy.com/pro/library">FlevyPro library</a>.</p></div>The key to being FaBhttps://globalriskcommunity.com/profiles/blogs/the-key-to-being-fab2020-03-03T02:53:41.000Z2020-03-03T02:53:41.000ZBryan Whitefieldhttps://globalriskcommunity.com/members/BryanWhitefield<div><p><a href="{{#staticFileLink}}8028313273,original{{/staticFileLink}}" target="_blank"><img src="{{#staticFileLink}}8028313273,original{{/staticFileLink}}" class="align-right" width="327" height="327" alt="8028313273?profile=original" /></a>Fab named their washing powder for its “fabulously clean, fabulously fresh and fabulously fragrant” qualities. My use of <strong>FaB</strong> is for <strong>Faster and Better</strong> decision making.</p><p>STOP. Don’t hang up the phone. You and I know that you and I are great decision makers…..and everyone else has the problem… right? So. This is not about your decision making. It’s about helping THEM. THEM being the people that work for you or the decision makers you are trying to influence.</p><p>Fab’s Fresh Frangipani has 15 key ingredients, including my personal favourite - Distyrylbiphenyl Disulfonate. Whereas my key to FaB decision making is much simpler. The key is categorisation.</p><p>Wtf I hear you express. You heard me. CATEGORISATION! Who would have thought? If you don’t believe me let’s check in with Jeff Bezos. He is the guy that runs that little online bookstore out of Seattle, Washington in the USA. Amazon, I think it is called.</p><p>Bezos introduced to Amazon the concept of categorising decisions with Type 1 and Type 2 decisions. Type 2 decisions are reversible. He is very comfortable with his team making these decisions straight out. In fact, he insists on it.</p><p>Type 1 decisions he calls “consequential and irreversible or nearly irreversible”<a href="http://file///C:/Users/Rogeline%20Paula/Autotask%20Workplace/Marketing/Blogs/Bryan's%20Blog170%20-%20The%20key%20to%20being%20FaB.docx#_ftn1" target="_blank">[1]</a>.</p><div><hr width="33%" size="1" align="left" /><div><p><a href="http://file///C:/Users/Rogeline%20Paula/Autotask%20Workplace/Marketing/Blogs/Bryan's%20Blog170%20-%20The%20key%20to%20being%20FaB.docx#_ftnref1" target="_blank">[1]</a> <i>What is high-velocity decision making?</i> by Daniel J. PowerEditor, DSSResources.com</p></div></div><p>That is, they will hurt badly if we don’t get them right. Type 1 decisions need to be very well considered. Type 2 decisions can be made much faster.</p><p>Does Type 1 and Type 2 decision making sound familiar? Maybe you are thinking of the System 1 and System 2 categorisations made famous by Daniel Kahneman in his book <a href="https://www.amazon.com/Thinking-Fast-Slow-Daniel-Kahneman/dp/0374533555" target="_blank"><em>Thinking Fast and Thinking Slow</em></a>. I’ll explore this categorisation and how to improve various types of decision making and much, much more in my blogs over the coming weeks.</p><p></p><p>__________________________________________________________________________________</p><p><a href="{{#staticFileLink}}8028269661,original{{/staticFileLink}}" target="_blank"><img src="{{#staticFileLink}}8028269460,original{{/staticFileLink}}" class="align-left" width="360" height="120" alt="8028269460?profile=original" /></a></p><p><br /> Bryan's new book teaches you practical methods to cut through with your advice and make the impact you want to make. Available on Amazon or order <a href="https://www.bryanwhitefield.com.au/product/wcbook/" target="_blank">here</a> now.</p><p></p><p></p><p><a href="{{#staticFileLink}}8028259276,original{{/staticFileLink}}" target="_blank"><img src="{{#staticFileLink}}8028259276,original{{/staticFileLink}}" class="align-left" width="357" height="119" alt="8028259276?profile=original" /></a></p><h3><strong>YOUR DECISIONS DEFINE YOU.</strong></h3><p>Available on Amazon or order <a href="http://www.bryanwhitefield.com.au/product/decide-how-to-manage-the-risk-in-your-decision-making/" target="_blank">here</a> now.</p><p></p><p></p><p></p><p>Bryan Whitefield works with strategic leaders across all sectors to help organisations harness uncertainty – uncertainty is the strategic leader’s best friend. He is the author of <em>DECIDE: How to Manage the Risk in Your Decision Making</em> and <em>Winning Conversations: How to turn red tape into blue ribbon</em>. He is the designer of the <a href="https://www.bryanwhitefield.com.au/experts-need-advocates-whitepaper/" target="_blank">Risk Culture: Build Your Tribe of Advocates Program</a> for support functions and the <a href="https://www.bryanwhitefield.com.au/persuasive-adviser-program/" target="_blank">Persuasive Adviser Program</a> for internal advisers. Both can be booked individually or in-house. For more information about Bryan, please <a href="http://www.bryanwhitefield.com.au/about-bryan/" target="_blank">click here</a>.</p><p></p><p></p><p><a href="http://www.bryanwhitefield.com" target="_blank">www.bryanwhitefield.com</a></p><p></p><p></p><p></p></div>We all need insightshttps://globalriskcommunity.com/profiles/blogs/we-all-need-insights2020-02-26T23:18:57.000Z2020-02-26T23:18:57.000ZBryan Whitefieldhttps://globalriskcommunity.com/members/BryanWhitefield<div><p><a href="{{#staticFileLink}}8028309454,original{{/staticFileLink}}" target="_blank"><img src="{{#staticFileLink}}8028309454,original{{/staticFileLink}}" class="align-right" width="382" height="214" alt="8028309454?profile=original" /></a>Marie Curie provided insight, literally, that anyone would envy.</p><p>Ask yourself what <strong><em>insight</em></strong> a doctor in World War I would have valued most. Insight, not a wonder drug that is penicillin that was only discovered in the next decade.</p><p>Your answer (which I get very quickly when I ask it in workshop) may be “the ability to see bullets”. That is, bullets stuck inside the poor souls that had become “casualties” during the war. Curie designed, built and deployed (with the help of her 17yr old daughter) small, portable x-ray machines called Petit Curie. She gave doctors the ability to see bullets and shrapnel lodged in the body as well as bone fractures. Now <em>that</em> is insight.</p><p>I have the privilege of running workshops for boards, executives, project teams and, funnily enough marketing insights teams, and every one of them are looking for me to provide them with insights.</p><p>When you work with your stakeholders, do you provide them with insight?<br clear="none" /><br /> I’ll give you a tip. If they are looking at their smartphones, rolling their eyes when they come to meetings (ouch), postponing meetings, not showing up to meetings (ouch), they are not getting insights from you.</p><p>I don’t mean to be harsh. I know you have so much to offer. But so many of our stakeholders are so frigging busy your message does not cut through.</p><p>Out of interest. Has my message about industry disruption in my last <a href="https://www.bryanwhitefield.com.au/blog/" target="_blank">EIGHT blogs</a> cut through? If so, I want to hear what has resonated. I want your questions. <a href="mailto:info@bryanwhitefield.com" target="_blank">Send them through</a>.</p><p></p><p>__________________________________________________________________________________</p><p><a href="{{#staticFileLink}}8028269661,original{{/staticFileLink}}" target="_blank"><img src="{{#staticFileLink}}8028269460,original{{/staticFileLink}}" class="align-left" width="360" height="120" alt="8028269460?profile=original" /></a></p><p><br /> Bryan's new book teaches you practical methods to cut through with your advice and make the impact you want to make. Available on Amazon or order <a href="https://www.bryanwhitefield.com.au/product/wcbook/" target="_blank">here</a> now.</p><p></p><p></p><p><a href="{{#staticFileLink}}8028259276,original{{/staticFileLink}}" target="_blank"><img src="{{#staticFileLink}}8028259276,original{{/staticFileLink}}" class="align-left" width="357" height="119" alt="8028259276?profile=original" /></a></p><h3><strong>YOUR DECISIONS DEFINE YOU.</strong></h3><p>Available on Amazon or order <a href="http://www.bryanwhitefield.com.au/product/decide-how-to-manage-the-risk-in-your-decision-making/" target="_blank">here</a> now.</p><p></p><p></p><p></p><p>Bryan Whitefield works with strategic leaders across all sectors to help organisations harness uncertainty – uncertainty is the strategic leader’s best friend. He is the author of <em>DECIDE: How to Manage the Risk in Your Decision Making</em> and <em>Winning Conversations: How to turn red tape into blue ribbon</em>. He is the designer of the <a href="https://www.bryanwhitefield.com.au/experts-need-advocates-whitepaper/" target="_blank">Risk Culture: Build Your Tribe of Advocates Program</a> for support functions and the <a href="https://www.bryanwhitefield.com.au/persuasive-adviser-program/" target="_blank">Persuasive Adviser Program</a> for internal advisers. Both can be booked individually or in-house. For more information about Bryan, please <a href="http://www.bryanwhitefield.com.au/about-bryan/" target="_blank">click here</a>.</p><p></p><p></p><p><a href="http://www.bryanwhitefield.com" target="_blank">www.bryanwhitefield.com</a></p><p></p><p></p><p></p></div>From Fear to Understoodhttps://globalriskcommunity.com/profiles/blogs/from-fear-to-understood2020-02-19T01:37:49.000Z2020-02-19T01:37:49.000ZBryan Whitefieldhttps://globalriskcommunity.com/members/BryanWhitefield<div><p><a href="{{#staticFileLink}}8028311660,original{{/staticFileLink}}" target="_blank"><img src="{{#staticFileLink}}8028311660,original{{/staticFileLink}}" class="align-right" width="384" height="320" alt="8028311660?profile=original" /></a>According to passiton.com and brainyquote.com (see I’ve done my research, the internet never lies, right?) Marie Curie said “Nothing in life is to be feared; it is only to be understood.”</p><p>For those of you who are not right up on Curie, she was a scientist who discovered the chemical element now on the periodic table called polodium (named after her native Poland) as well as Radium from which we get the word radiation. Curie was a wonderful scientist who was awarded the Nobel Prize in Physics in 1903 and in Chemistry in 1911.</p><p>Her words about abandoning fear and seeking understanding are very true and not so true. First the untrue. She and her husband did not understand the risks they were taking when they were working with polodium and radium. They did not feel well at times and worked with hands that became red raw from handling radioactive material. They suffered from what we now know is radiation sickness. Curie died after her husband in her sixties. Neither lived particularly long lives.</p><p>On the other hand, when it comes to something like industry disruption she was so very right. You and I should not fear it, we should look to understand it. Look for early disrupters in the form of start-ups or new initiatives of competitors. Then go a step further and work out how you might disrupt your own industry. From there you have choices. Some may be tougher than others. However, at least they won’t be forced on you.</p><p>Have I caught your interest in disruption? I hope so. check out my last few <a href="https://www.bryanwhitefield.com.au/blog/">blogs on disruption</a>. I think there are some very good tips for you to consider following.</p><p></p><p>__________________________________________________________________________________</p><p><a href="{{#staticFileLink}}8028269661,original{{/staticFileLink}}" target="_blank"><img src="{{#staticFileLink}}8028269460,original{{/staticFileLink}}" class="align-left" width="360" height="120" alt="8028269460?profile=original" /></a></p><p><br /> Bryan's new book teaches you practical methods to cut through with your advice and make the impact you want to make. Available on Amazon or order <a href="https://www.bryanwhitefield.com.au/product/wcbook/" target="_blank">here</a> now.</p><p></p><p></p><p><a href="{{#staticFileLink}}8028259276,original{{/staticFileLink}}" target="_blank"><img src="{{#staticFileLink}}8028259276,original{{/staticFileLink}}" class="align-left" width="357" height="119" alt="8028259276?profile=original" /></a></p><h3><strong>YOUR DECISIONS DEFINE YOU.</strong></h3><p>Available on Amazon or order <a href="http://www.bryanwhitefield.com.au/product/decide-how-to-manage-the-risk-in-your-decision-making/" target="_blank">here</a> now.</p><p></p><p></p><p></p><p>Bryan Whitefield works with strategic leaders across all sectors to help organisations harness uncertainty – uncertainty is the strategic leader’s best friend. He is the author of <em>DECIDE: How to Manage the Risk in Your Decision Making</em> and <em>Winning Conversations: How to turn red tape into blue ribbon</em>. He is the designer of the <a href="https://www.bryanwhitefield.com.au/experts-need-advocates-whitepaper/" target="_blank">Risk Culture: Build Your Tribe of Advocates Program</a> for support functions and the <a href="https://www.bryanwhitefield.com.au/persuasive-adviser-program/" target="_blank">Persuasive Adviser Program</a> for internal advisers. Both can be booked individually or in-house. For more information about Bryan, please <a href="http://www.bryanwhitefield.com.au/about-bryan/" target="_blank">click here</a>.</p><p></p><p></p><p><a href="http://www.bryanwhitefield.com" target="_blank">www.bryanwhitefield.com</a></p><p></p><p></p><p></p></div>Develop disruptive capabilityhttps://globalriskcommunity.com/profiles/blogs/develop-disruptive-capability2020-02-04T00:21:34.000Z2020-02-04T00:21:34.000ZBryan Whitefieldhttps://globalriskcommunity.com/members/BryanWhitefield<div><p><span style="text-decoration:underline;"><a href="{{#staticFileLink}}8028312456,original{{/staticFileLink}}" target="_blank"><img src="{{#staticFileLink}}8028312456,original{{/staticFileLink}}" class="align-right" width="300" alt="8028312456?profile=original" /></a></span>You want to be the best in your industry. The leader. The disrupter. Maybe you just want to think like a disrupter so you can understand the risk industry disruption poses to your organisation. No matter the reason, there is a question of capability.</p><p>You see, thinking like a disrupter is a mindset. And for traditional organisations it requires a mindset shift. To get you thinking, I recommend you watch this video or read the transcript.</p><p> <a href="https://paulbroadfoot.com/disruption/innovation-is-not-enough-for-business-growth-strategies/" target="_blank">Innovation is not enough</a></p><p>It’s a blog by my colleague Paul Broadfoot who is disruption strategy expert. In it he explains the difference between innovation and disruption. The contrast is stark.</p><p>Once you have watched the video or read the transcript check out this <a href="https://au.workplace.datto.com/webhome?X6VC1_5c=5TLS-R0QA-UOYE-LY2N-8AWW#/file/ViewFile.action?fileId=642282527&saauth=false" target="_blank">infographic about autonomous car connections</a>. The message is clear, traditional organisations like the big car brands are partnering with disrupters and they are actively looking to disrupt themselves. This goes beyond innovation. They are developing approaches that include a reduction in vehicle ownership through shared ownership. They are developing mobile cinema platforms that also act as transportation. And they are developing technology that will wipe out hundreds of billions of dollars in investment in combustion engine technology. Of course, if they don’t do it someone else will.</p><p>In the finance sector with things like blockchain and a massive assault on the way we all make payments <a href="https://www.statista.com/statistics/893954/number-fintech-startups-by-region/" target="_blank">there are literally thousands of start-ups</a>. The progressive industry players are keeping a close eye on things. They are maintaining a presence in “fintech hubs” where start-ups come together to support each other and be supported.</p><p>Bankers know how to make money. They keep a very close eye on where the money will be, and they act. What about you? Do you know what is in play in your industry? Do you have the capability to even know where to look?</p><p>Develop disruptive capability. It starts with a shift in mindset.</p><p></p><p>__________________________________________________________________________________</p><p><a href="{{#staticFileLink}}8028269661,original{{/staticFileLink}}" target="_blank"><img src="{{#staticFileLink}}8028269460,original{{/staticFileLink}}" class="align-left" width="360" height="120" alt="8028269460?profile=original" /></a></p><p><br /> Bryan's new book teaches you practical methods to cut through with your advice and make the impact you want to make. Available on Amazon or order <a href="https://www.bryanwhitefield.com.au/product/wcbook/" target="_blank">here</a> now.</p><p></p><p></p><p><a href="{{#staticFileLink}}8028259276,original{{/staticFileLink}}" target="_blank"><img src="{{#staticFileLink}}8028259276,original{{/staticFileLink}}" class="align-left" width="357" height="119" alt="8028259276?profile=original" /></a></p><h3><strong>YOUR DECISIONS DEFINE YOU.</strong></h3><p>Available on Amazon or order <a href="http://www.bryanwhitefield.com.au/product/decide-how-to-manage-the-risk-in-your-decision-making/" target="_blank">here</a> now.</p><p></p><p></p><p></p><p>Bryan Whitefield works with strategic leaders across all sectors to help organisations harness uncertainty – uncertainty is the strategic leader’s best friend. He is the author of <em>DECIDE: How to Manage the Risk in Your Decision Making</em> and <em>Winning Conversations: How to turn red tape into blue ribbon</em>. He is the designer of the <a href="https://www.bryanwhitefield.com.au/experts-need-advocates-whitepaper/" target="_blank">Risk Culture: Build Your Tribe of Advocates Program</a> for support functions and the <a href="https://www.bryanwhitefield.com.au/persuasive-adviser-program/" target="_blank">Persuasive Adviser Program</a> for internal advisers. Both can be booked individually or in-house. For more information about Bryan, please <a href="http://www.bryanwhitefield.com.au/about-bryan/" target="_blank">click here</a>.</p><p></p><p></p><p><a href="http://www.bryanwhitefield.com" target="_blank">www.bryanwhitefield.com</a></p><p></p><p></p><p></p></div>Attack the uncertainty of disruptionhttps://globalriskcommunity.com/profiles/blogs/attack-the-uncertainty-of-disruption2020-01-27T23:30:00.000Z2020-01-27T23:30:00.000ZBryan Whitefieldhttps://globalriskcommunity.com/members/BryanWhitefield<div><p><a href="{{#staticFileLink}}8028307099,original{{/staticFileLink}}" target="_blank"><img src="{{#staticFileLink}}8028307099,original{{/staticFileLink}}" class="align-right" width="381" height="254" alt="8028307099?profile=original" /></a>There is an adage that attack is the best form of defence. I’m very sure it applies when it comes to disruption.</p><div class="post_content"><p><a href="https://globalriskcommunity.com/profiles/blogs/does-it-disturb-or-excite-you" target="_blank">Last blog I asked if disruption disturbs or excites you and your colleagues</a>. I also gave you some ammunition so you could scare your colleagues into action if that is what it takes to get their attention. And I promised to give you something, so you are not seen simply as the bearer of bad news. That something is that attack is the best form of defence. That thinking like a disrupter will mean you can make sense of the potential disruption happening or about to happen in your industry.</p><p>Whenever I am approached to help executives think about the risk posed by disruption, I work with friend and colleague Paul Broadfoot who is a disruption strategy specialist. Together we provide the yin and yang for attacking disruption. We help you look at the risk and opportunity it presents by shifting mindsets from thinking like a traditional organisation to thinking like disrupters. We use Paul’s methodologies for identifying disruptive strategies and then apply the risk process to identify the scale of the risk or opportunity.</p><p>Makes sense doesn’t it. It’s simply a variation of the process I preach in my <a href="https://www.bryanwhitefield.com.au/persuasive-adviser-program/" target="_blank">influencing program</a>. Normally it is stand in the shoes of those you want to influence and paint them a picture of a positive future. Instead it is stand in the shoes of disrupters and paint yourselves a positive picture of the world ahead. Simples!</p><p></p><p>__________________________________________________________________________________</p><p><a href="{{#staticFileLink}}8028269661,original{{/staticFileLink}}" target="_blank"><img src="{{#staticFileLink}}8028269460,original{{/staticFileLink}}" class="align-left" width="360" height="120" alt="8028269460?profile=original" /></a></p><p><br /> Bryan's new book teaches you practical methods to cut through with your advice and make the impact you want to make. Available on Amazon or order <a href="https://www.bryanwhitefield.com.au/product/wcbook/" target="_blank">here</a> now.</p><p></p><p></p><p><a href="{{#staticFileLink}}8028259276,original{{/staticFileLink}}" target="_blank"><img src="{{#staticFileLink}}8028259276,original{{/staticFileLink}}" class="align-left" width="357" height="119" alt="8028259276?profile=original" /></a></p><h3><strong>YOUR DECISIONS DEFINE YOU.</strong></h3><p>Available on Amazon or order <a href="http://www.bryanwhitefield.com.au/product/decide-how-to-manage-the-risk-in-your-decision-making/" target="_blank">here</a> now.</p><p></p><p></p><p></p><p>Bryan Whitefield works with strategic leaders across all sectors to help organisations harness uncertainty – uncertainty is the strategic leader’s best friend. He is the author of <em>DECIDE: How to Manage the Risk in Your Decision Making</em> and <em>Winning Conversations: How to turn red tape into blue ribbon</em>. He is the designer of the <a href="https://www.bryanwhitefield.com.au/experts-need-advocates-whitepaper/" target="_blank">Risk Culture: Build Your Tribe of Advocates Program</a> for support functions and the <a href="https://www.bryanwhitefield.com.au/persuasive-adviser-program/" target="_blank">Persuasive Adviser Program</a> for internal advisers. Both can be booked individually or in-house. For more information about Bryan, please <a href="http://www.bryanwhitefield.com.au/about-bryan/" target="_blank">click here</a>.</p><p></p><p></p><p><a href="http://www.bryanwhitefield.com" target="_blank">www.bryanwhitefield.com</a></p><p></p><p></p><p></p><div class="clear"></div></div></div>Does it Disturb or Excite You?https://globalriskcommunity.com/profiles/blogs/does-it-disturb-or-excite-you2020-01-23T00:43:13.000Z2020-01-23T00:43:13.000ZBryan Whitefieldhttps://globalriskcommunity.com/members/BryanWhitefield<div><p><a href="{{#staticFileLink}}8028304480,original{{/staticFileLink}}" target="_blank"><img src="{{#staticFileLink}}8028304480,original{{/staticFileLink}}" class="align-right" width="421" height="312" alt="8028304480?profile=original" /></a>Does industry disruption disturb or excite you? Before you answer, consider this. Innovation is not disruption. Disruption is much, much, much bigger. Disruption turns an industry on its head. It creates massive shifts in markets, in how work is done and even if it is done.</p><p>Last blog I wrote about that feeling of being <a href="https://www.bryanwhitefield.com.au/blog/caught-like-a-deer-in-headlights/" target="_blank">like a deer caught in headlights</a>. I said that it was your job to get your colleagues moving from Assessment to Investment (or divestment) to Execution. Alternatively, I could have said that your job is to scare them into moving. People are more likely to listen to a positive emotional message than a negative, scary one, but instilling fear sometimes works better.</p><p>Here are some tips to help you scare them into action if you need to:</p><p style="padding-left:40px;">First, you need to explain that there is more happening in your industry than any of you probably realise. Check out this <a href="https://home.kpmg/au/en/home/insights/2017/08/australian-fintech-landscape.html" target="_blank">KPMG article on start-ups in the financial services sector</a>. Download the infographic and check out the brands you have heard of and the ones you haven’t. There are literally hundreds of start-ups working on potentially disruptive technology plays.</p><p style="padding-left:40px;">Second, explain that the people working in the hundreds and hundreds of start-ups don’t think like the innovators in traditional companies like yours. They have a different appetite for risk, and many are very, very passionate about their idea.</p><p style="padding-left:40px;">Third, do some research for your industry and find evidence of disruption that will disturb them. Hold on to it until my next blog, when I will give you some tips on how to move them from disturbed to excited. You don’t want them left feeling down and negative towards the bearer of bad news. You want them thanking you for showing them the light.</p><p style="padding-left:40px;"></p><p>__________________________________________________________________________________</p><p><a href="{{#staticFileLink}}8028269661,original{{/staticFileLink}}" target="_blank"><img src="{{#staticFileLink}}8028269460,original{{/staticFileLink}}" class="align-left" width="360" height="120" alt="8028269460?profile=original" /></a></p><p><br /> Bryan's new book teaches you practical methods to cut through with your advice and make the impact you want to make. Available on Amazon or order <a href="https://www.bryanwhitefield.com.au/product/wcbook/" target="_blank">here</a> now.</p><p></p><p></p><p><a href="{{#staticFileLink}}8028259276,original{{/staticFileLink}}" target="_blank"><img src="{{#staticFileLink}}8028259276,original{{/staticFileLink}}" class="align-left" width="357" height="119" alt="8028259276?profile=original" /></a></p><h3><strong>YOUR DECISIONS DEFINE YOU.</strong></h3><p>Available on Amazon or order <a href="http://www.bryanwhitefield.com.au/product/decide-how-to-manage-the-risk-in-your-decision-making/" target="_blank">here</a> now.</p><p></p><p></p><p></p><p>Bryan Whitefield works with strategic leaders across all sectors to help organisations harness uncertainty – uncertainty is the strategic leader’s best friend. He is the author of <em>DECIDE: How to Manage the Risk in Your Decision Making</em> and <em>Winning Conversations: How to turn red tape into blue ribbon</em>. He is the designer of the <a href="https://www.bryanwhitefield.com.au/experts-need-advocates-whitepaper/" target="_blank">Risk Culture: Build Your Tribe of Advocates Program</a> for support functions and the <a href="https://www.bryanwhitefield.com.au/persuasive-adviser-program/" target="_blank">Persuasive Adviser Program</a> for internal advisers. Both can be booked individually or in-house. For more information about Bryan, please <a href="http://www.bryanwhitefield.com.au/about-bryan/" target="_blank">click here</a>.</p><p></p><p></p><p><a href="http://www.bryanwhitefield.com" target="_blank">www.bryanwhitefield.com</a></p><p></p><p></p><p></p></div>The Key to Continuous Security Improvement? A Rugged Culture of Information Securityhttps://globalriskcommunity.com/profiles/blogs/the-key-to-continuous-security-improvement-a-rugged-culture-of2020-01-14T07:12:54.000Z2020-01-14T07:12:54.000ZMark Bridgeshttps://globalriskcommunity.com/members/MarkBridges<div><p><img class="align-right" src="{{#staticFileLink}}8028308088,original{{/staticFileLink}}" alt="8028308088?profile=original" width="500" /></p><p>In the age of rapid technological progress, where Digital Transformation has become pervasive, business applications are getting increasingly complex and interconnected. The advancement in technology has also helped attackers get more aggressive and inflict more damage to IT systems and applications. Application security tools and techniques are evolving too, yet most organizations still fall prey to vulnerabilities. Cybersecurity has become a bigger threat than ever before.</p><p>The current application security methodologies mainly count on detecting weaknesses and correcting them. Most organizations, primarily, rely on utilizing penetration testing or automated tools, at the most. They ignore to concentrate on establishing strong defenses against threats, merely do patch work, and leave the weaknesses unguarded. A small fraction implement threat modeling, security architecture, secure coding techniques, and security testing—but even they are typically unsure of how these approaches link with their strategic business objectives.</p><p>A few weaknesses constitute majority of break-ins--e.g., <a href="https://en.wikipedia.org/wiki/SQL_injection">SQL injections</a> and <a href="https://en.wikipedia.org/wiki/Buffer_overflow">buffer overflows</a>. Major security threats and application vulnerabilities include compromised credentials, failure to patch promptly, SQL injections, and cross-site scripting. A large number of security threats can be neutralized just by taking care of security hygiene.</p><h3><strong>Secure Software Development</strong></h3><p>State-of-the-art technology and best practices available today offer effective yet economical methods to prevent security breaches and threats. These tools and practices work well without affecting the pace of delivery or straining the users unnecessarily.</p><p>Secure software development not only warrants analyzing the technology but also looking at the entire organization that creates the software—people, processes, tools, and culture. Secure software development culture inspires security by promoting and improving communication, collaboration, and competition on security topics and rapidly evolving the competence to create available, survivable, defensible, secure, and resilient software.</p><h3><strong>Rugged Software and a Culture of Security</strong></h3><p>Rugged software, or Rugged DevOps, promotes developing secure and resilient software by embedding this practice into the culture of an organization. A Rugged culture of security is more than just secure—secure is a state of affairs at a specific time whereas Rugged means staying ahead of threats over time. The rugged code aligns with the organizational objectives and can cope with any challenges. Rugged enterprises constantly tweak their code and their internal organization—including governance, architecture, infrastructure, and operations—to stay ahead of attacks. All applications developed by “Rugged” organizations are well-secured against threats, are able to self-evaluate and distinguish ongoing attacks, report security statuses, and take action aptly.</p><p>Rugged software is a consequence of the efforts to rationalize and fortify security. This is achieved by communicating the lessons learnt from experimentation, setting up stringent lines of defense, and adopting and sharing rigid safety procedures across the board. Adopting Rugged software development practices across the enterprise help execute more applications promptly, improve security, and achieve cost savings across the software development life-cycle. Rugged software development is cost efficient because of fewer labor and time requisites during the requirements, design, execution, testing, iteration, and training phases of the development life-cycle.</p><p>The following 10 guiding principles apply to all organizations aiming to develop a Rugged <a href="https://flevy.com/browse/flevypro/culture-of-security-4020">culture of security</a>:</p><ol><li><strong>Perpetual Attacks Anticipation</strong></li><li><strong>Staying Informed</strong></li><li><strong>Security Hygiene</strong></li><li><strong>Continuous Improvement</strong></li><li><strong>Zero-defect Approach</strong></li><li><strong>Reusable Tools</strong></li><li><strong>One Team</strong></li><li><strong>Comprehensive Testing</strong></li><li><strong>Threat Modeling</strong></li><li><strong>Peer Reviews</strong></li></ol><p><a href="https://flevy.com/browse/flevypro/culture-of-security-4020"><img class="aligncenter size-full wp-image-6120" src="http://flevy.com/blog/wp-content/uploads/2020/01/Culture-of-Security.png" alt="" width="1000" height="751" /></a></p><p>Let’s discuss the first 5 principles for now.</p><h3><strong>Perpetual Attacks Anticipation</strong></h3><p>A Rugged software development organization anticipates nonstop vulnerabilities and attacks—deliberate or accidental.</p><h3><strong>Staying Informed</strong></h3><p>Rugged organizations appreciate staying informed about security issues and potential threats, seek recommendations from security specialists, and identify and update security policies and rules.</p><h3><strong>Security Hygiene</strong></h3><p>Rugged organizations take good care of their security hygiene by limiting the sharing of user accounts, carefully guarding the passwords and sensitive personal information. They employ secure software practices.</p><h3><strong>Continuous Improvement</strong></h3><p>Continuous Improvement is the management principle foundational to Lean Management that should be embraced by all areas of an organization. In case, sensitive information is left lying on somebody’s desk at night, Rugged organizations ensure that this does not recur in future and gathers feedback from the people who happen to notice it.</p><h3><strong>Zero-defect Approach</strong></h3><p>Rugged organizations leave no room to tolerate any known weaknesses. An issue is resolved as soon as it is detected.</p><p>Interested in learning more about the guiding principles to develop a <a href="https://flevy.com/browse/flevypro/culture-of-security-4020">Rugged culture of security</a>? You can download <u>an editable PowerPoint on the </u><strong><u><a href="https://flevy.com/browse/flevypro/culture-of-security-4020">Culture of Security</a></u></strong> <strong><u>here</u></strong> on the <a href="https://flevy.com/browse">Flevy documents marketplace</a>.</p><h3><strong>Are you a Management Consultant?</strong></h3><p>You can download this and hundreds of other <a href="http://flevy.com/pro/library/frameworks">consulting frameworks</a> and <a href="http://flevy.com/pro/library/consulting">consulting training guides</a> from the <a href="http://flevy.com/pro/library">FlevyPro library</a>.</p></div>Caught like a deer in headlightshttps://globalriskcommunity.com/profiles/blogs/caught-like-a-deer-in-headlights2019-12-18T01:00:00.000Z2019-12-18T01:00:00.000ZBryan Whitefieldhttps://globalriskcommunity.com/members/BryanWhitefield<div><p><a href="{{#staticFileLink}}8028309899,original{{/staticFileLink}}" target="_blank"><img src="{{#staticFileLink}}8028309899,original{{/staticFileLink}}" class="align-right" width="334" height="188" alt="8028309899?profile=original" /></a>You know the saying. It means we can see something coming, but we can’t move. Like a deer in headlights, often traditional organisations experience sheer inertia when faced with the light beams of disrupters to their industry. All talk, no action.</p><div class="post_content"><p>So your job is to get your colleagues moving. First start with the good news. Let them know that if you stop and look at disruption in your industry you are likely to see strong growth potential. Most likely exponential. On the other hand, let them know if you are late adopters, you will see decline in key markets. Even 100% loss of a market sector. Remember, last week I suggested there is something <a href="https://globalriskcommunity.com/profiles/blogs/just-over-the-horizon" target="_blank">just over the horizon</a>.</p><p>You also need to explain that once you see the potential disruption, your options are not all difficult. They could include:</p><p style="text-align:left;"> 1. Watch and wait<br clear="none" /><br /> 2. Divest now while good value remains<br clear="none" /><br /> 3. Invest in a disrupter<br clear="none" /><br /> 4. Disrupt yourself</p><p>If you watch and wait, you will need good signals (Key Risk Indicators). Divesting can be difficult, in particular for those with vested interests. But if it becomes clear you are a late adopter it might be your best option. Investing in a disrupter can be challenging. Choosing which one, negotiating with people with a different mindset to you and your colleagues, working with them afterwards. Disrupting yourself is the most difficult because of those vested interests and the skill set it may require.</p><p>Your job is to help your colleagues to see the risk and/or to identify the opportunity that could be taken and to get them moving. That means three simple words are all you need to concentrate on:</p><p style="text-align:center;"> <br /> <strong><span style="font-size:14pt;">Assessment</span> (risk) • <span style="font-size:14pt;">Investment </span>(opportunity) • <span style="font-size:14pt;">Execution</span> (action)<br /> <br /> <br /></strong></p><p>__________________________________________________________________________________</p><p><a href="{{#staticFileLink}}8028269661,original{{/staticFileLink}}" target="_blank"><img src="{{#staticFileLink}}8028269460,original{{/staticFileLink}}" class="align-left" width="360" height="120" alt="8028269460?profile=original" /></a></p><p><br /> Bryan's new book teaches you practical methods to cut through with your advice and make the impact you want to make. Available on Amazon or order <a href="https://www.bryanwhitefield.com.au/product/wcbook/" target="_blank">here</a> now.</p><p></p><p></p><p><a href="{{#staticFileLink}}8028259276,original{{/staticFileLink}}" target="_blank"><img src="{{#staticFileLink}}8028259276,original{{/staticFileLink}}" class="align-left" width="357" height="119" alt="8028259276?profile=original" /></a></p><h3><strong>YOUR DECISIONS DEFINE YOU.</strong></h3><p>Available on Amazon or order <a href="http://www.bryanwhitefield.com.au/product/decide-how-to-manage-the-risk-in-your-decision-making/" target="_blank">here</a> now.</p><p></p><p></p><p></p><p>Bryan Whitefield works with strategic leaders across all sectors to help organisations harness uncertainty – uncertainty is the strategic leader’s best friend. He is the author of <em>DECIDE: How to Manage the Risk in Your Decision Making</em> and <em>Winning Conversations: How to turn red tape into blue ribbon</em>. He is the designer of the <a href="https://www.bryanwhitefield.com.au/experts-need-advocates-whitepaper/" target="_blank">Risk Culture: Build Your Tribe of Advocates Program</a> for support functions and the <a href="https://www.bryanwhitefield.com.au/persuasive-adviser-program/" target="_blank">Persuasive Adviser Program</a> for internal advisers. Both can be booked individually or in-house. For more information about Bryan, please <a href="http://www.bryanwhitefield.com.au/about-bryan/" target="_blank">click here</a>.</p><p></p><p></p><p><a href="http://www.bryanwhitefield.com" target="_blank">www.bryanwhitefield.com</a></p><p></p><p></p><p></p><div class="clear"></div></div></div>Global Talent Innovation Model – Going Beyond the Cookie-cutter Best Practiceshttps://globalriskcommunity.com/profiles/blogs/global-talent-innovation-model-going-beyond-the-cookie-cutter2019-12-16T06:30:00.000Z2019-12-16T06:30:00.000ZJoseph Robinsonhttps://globalriskcommunity.com/members/JosephRobinson808<div><p>Status quo talent strategies no longer work for high performing organizations. Old models no longer work. It does not anymore meet the<a href="http://flevy.com/blog/wp-content/uploads/2019/04/pic-1-global-talent-innovation-225x300.jpg" target="_blank"><img src="http://flevy.com/blog/wp-content/uploads/2019/04/pic-1-global-talent-innovation-225x300.jpg?profile=RESIZE_710x" width="227" class="align-right" alt="pic-1-global-talent-innovation-225x300.jpg?profile=RESIZE_710x" /></a> needs of the global workforce.</p><p><a href="https://flevy.com/business-toolkit/hr-strategy">HR Strategies</a> are out of step with the way work is conducted. Jobs that are structured around a 9 am to 5 pm Monday through Friday workweek is considered inconvenient and counterproductive. Training focuses narrowly on skill building not on aligning talent capabilities with strategic objectives. Career development does not reflect the needs to redefine advancement opportunities in the context of flatter, more flexible organizations. And <a href="https://flevy.com/business-toolkit/leadership">Leadership Development</a> is not arming organizations anymore with decisive, experience, globally minded visionaries that are sorely needed.</p><p>In transitioning from the 20th century to the 21st century, a <a href="https://www.mckinsey.com/business-functions/organization/our-insights/winning-with-your-talent-management-strategy">talent model</a> paradigm shift has evolved. Talent Models now need to be rethink to attract, engage, develop, and retain the right talent. Global Talent Innovation must be prioritized. Yet, many HR departments lack the capability and organizational clout to orchestrate the changes required. There is now a call for Chief Executive to rise above its limitations to be able to lead the change towards Global Talent Innovation.</p><h3>Discovering the Global Talent Innovation Approach</h3><p>Crafting a <a href="https://flevy.com/browse/flevypro/global-talent-innovation-3732">Global Talent Innovation</a> Approach is as challenging and complex as any other C-suite mandate. It can be tailored to meet a wide variety of short- and long-term talent challenges and scenarios. Companies can implement a short-term tactical intervention locally while building a platform for sustained talent advantage on a global basis.</p><p>The Global Talent Innovation Model moves companies beyond cookie-cutter best practices and standard tool kits. It is a road map for business leaders striving to understand and tackle global talent challenges. Nowadays, many companies are in crisis mode and are looking for ways to address and alleviate immediate pain points when it comes to talent innovation.</p><h3>The 4 Pillars of Global Talent Innovation.</h3><p>The <a href="https://flevy.com/browse/flevypro/global-talent-innovation-3732">4 Pillars of Global Talent Innovation</a> serve as a platform upon which organizations can construct a relevant and robust Talent Model. Top management can optimize talent expenditure, enhance the productivity and performance of the workforce, and gain competitive advantages.</p><p><a href="https://flevy.com/browse/flevypro/global-talent-innovation-3732" target="_blank"><img src="http://flevy.com/blog/wp-content/uploads/2019/04/slide-1-Global-Talent-Innovation-1024x768.png?profile=RESIZE_710x" width="750" class="align-full" alt="slide-1-Global-Talent-Innovation-1024x768.png?profile=RESIZE_710x" /></a></p><ol><li><strong>Distinctive Capabilities</strong><br /> <a href="https://flevy.com/browse/flevypro/capabilities-driven-strategy-cds-3677">Distinctive Capabilities</a> are collected skills, abilities, and expertise that enable a company to consistently out-execute the competition and capture share. It is a cross-functional body of knowledge, processes, and tools that distinguish a company in its competitive space.</li><li><strong>Accelerated Performance</strong><br /> Accelerate Performance refers to processed and behaviors that are applied to manage performance. These are the rigors in which processes and behaviors are designed and conceived, and the degree to which they drive compensation, development, and promotion decisions.</li><li><strong>Leadership Development</strong><br /> Leadership Development is a natural way to broadening the mix of people in senior executive positions. These are the qualities and requirements that define a world-class leader.</li><li><strong>Talent Culture</strong><br /> A <a href="https://www.bain.com/consulting-services/organization/talent-and-capabilities/">Talent Culture</a> is made up of values, beliefs, behaviors, and environment that is required to attract, engage, and retain committed and competent employees. A Talent Culture must be led from the top. It can be achieved and sustained only if it is hardwired into the company’s processes.</li></ol><p>The Global Talent Innovation Model provides a template for building a culture that affirms and rewards critical talent. The 4 Pillars of Global Talent Innovation must be integrally linked. When undertaken the right way, the Global Talent Innovation Approach can enable companies to release their full innovative and productive potential. Companies just need to learn the approaches integral in each of the 4 Pillars to put the Global Talent Innovation Model in place.</p><p>Interested in gaining more understanding of <a href="https://flevy.com/browse/flevypro/global-talent-innovation-3732">Global Talent Innovation</a>? You can learn more and download <a href="https://flevy.com/browse/flevypro/global-talent-innovation-3732">an editable PowerPoint about <strong>Global Talent Innovation</strong> here</a> on the <a href="https://flevy.com/browse">Flevy documents marketplace</a>.</p><p><strong>Are you a management consultant?</strong></p><p>You can download this and hundreds of other <a href="http://flevy.com/pro/library/frameworks">consulting frameworks</a> and <a href="http://flevy.com/pro/library/consulting">consulting training guides</a> from the <a href="http://flevy.com/pro/library">FlevyPro library</a>.</p></div>Just Over the Horizonhttps://globalriskcommunity.com/profiles/blogs/just-over-the-horizon2019-12-09T23:17:45.000Z2019-12-09T23:17:45.000ZBryan Whitefieldhttps://globalriskcommunity.com/members/BryanWhitefield<div><p><a href="{{#staticFileLink}}8028310895,original{{/staticFileLink}}" target="_blank"><img src="{{#staticFileLink}}8028310895,original{{/staticFileLink}}" class="align-right" width="299" height="199" alt="8028310895?profile=original" /></a>You and your colleagues may often talk about what disruptor is just over the horizon. You might talk about AI, machine learning, robotics and someone will throw in a comment about “big data”. You might discuss how there is so much hype around future disruptors but little real action. But still, there is an inkling that there is a disruptor for your industry not far away. The problem then is, what might it be?</p><p>A big part of the problem is that you are so damn busy with the current challenges and opportunities, the thought of going looking for more is simply not on the agenda. Then there are more sinister reasons, as Gerald Kane considers in this MIT Sloan Management Review article on <a href="https://sloanreview.mit.edu/article/why-companies-dont-respond-to-digital-disruption/">company readiness for disruption</a>. Kane writes about senior leaders not wanting to spend time or money to look at what is just over the horizon, due to a selfish focus on the short-term: “I won’t be around when the proverbial hits the fan.” <em>That’s not <strong>you</strong> of course!</em></p><p>As the stats from the article show (see figure), 87% of executives are expecting disruption from technology, let alone from new business models or novel approaches to the way work is done.<a href="{{#staticFileLink}}8028311472,original{{/staticFileLink}}" target="_blank"><img src="{{#staticFileLink}}8028311472,original{{/staticFileLink}}" class="align-center" width="562" height="279" alt="8028311472?profile=original" /></a></p><p>What I have experienced in working in the disruption space is that it does not take a long time to find out what is over the horizon. And that the horizon is much, much closer than first thought.</p><p>The New Year is the perfect time to take time to think about disruption. Put it in your diary now and I will give you some more food for thought in my next few blogs.</p><p></p><p>__________________________________________________________________________________</p><p><a href="{{#staticFileLink}}8028269661,original{{/staticFileLink}}" target="_blank"><img src="{{#staticFileLink}}8028269460,original{{/staticFileLink}}" class="align-left" width="360" height="120" alt="8028269460?profile=original" /></a></p><p><br /> Bryan's new book teaches you practical methods to cut through with your advice and make the impact you want to make. Available on Amazon or order <a href="https://www.bryanwhitefield.com.au/product/wcbook/" target="_blank">here</a> now.</p><p></p><p></p><p><a href="{{#staticFileLink}}8028259276,original{{/staticFileLink}}" target="_blank"><img src="{{#staticFileLink}}8028259276,original{{/staticFileLink}}" class="align-left" width="357" height="119" alt="8028259276?profile=original" /></a></p><h3><strong>YOUR DECISIONS DEFINE YOU.</strong></h3><p>Available on Amazon or order <a href="http://www.bryanwhitefield.com.au/product/decide-how-to-manage-the-risk-in-your-decision-making/" target="_blank">here</a> now.</p><p></p><p></p><p></p><p>Bryan Whitefield works with strategic leaders across all sectors to help organisations harness uncertainty – uncertainty is the strategic leader’s best friend. He is the author of <em>DECIDE: How to Manage the Risk in Your Decision Making</em> and <em>Winning Conversations: How to turn red tape into blue ribbon</em>. He is the designer of the <a href="https://www.bryanwhitefield.com.au/experts-need-advocates-whitepaper/" target="_blank">Risk Culture: Build Your Tribe of Advocates Program</a> for support functions and the <a href="https://www.bryanwhitefield.com.au/persuasive-adviser-program/" target="_blank">Persuasive Adviser Program</a> for internal advisers. Both can be booked individually or in-house. For more information about Bryan, please <a href="http://www.bryanwhitefield.com.au/about-bryan/" target="_blank">click here</a>.</p><p></p><p></p><p><a href="http://www.bryanwhitefield.com" target="_blank">www.bryanwhitefield.com</a></p><p></p><p></p><p></p></div>Sharpening Your Edge to Growth: The 10 Principles of Culturehttps://globalriskcommunity.com/profiles/blogs/sharpening-your-edge-to-growth-the-10-principles-of-culture2019-12-01T13:00:00.000Z2019-12-01T13:00:00.000ZJoseph Robinsonhttps://globalriskcommunity.com/members/JosephRobinson808<div><p>A company’s cultural situation is challenging, multidimensional, and difficult to deal with. It constitutes a powerful set of emotional <a href="http://flevy.com/blog/wp-content/uploads/2019/03/10-Principles-of-Culture-300x196.jpg" target="_blank"><img src="http://flevy.com/blog/wp-content/uploads/2019/03/10-Principles-of-Culture-300x196.jpg?profile=RESIZE_710x" width="300" class="align-right" alt="10-Principles-of-Culture-300x196.jpg?profile=RESIZE_710x" /></a>resources. To a degree, culture can be compared to natural forces such as winds and tides. These elements are there in the background, sometimes unnoticed, sometimes obvious. Endowed with immense power, they can waylay plans and inhibit progress.</p><p>Natural forces can’t really be tamed or fundamentally altered. But if you respect them and understand how to make the most of them, they can become a source of energy and provide powerful assistance. This is the same as our company’s culture. Hence, it is incumbent upon leaders to strive to get the most value out a company’s culture. This can be done if we work with them and tap into their hidden powers.</p><h3><span style="font-size:12pt;"><strong>Understanding Corporate Culture</strong></span></h3><p>What is culture? Culture is a self-sustaining pattern of behavior that determines how things are done. It is made of instinctive, repetitive habits and emotional responses that cannot be copied or easily pinned down.</p><p>What is <a href="https://flevy.com/business-toolkit/corporate-culture">Corporate Culture</a>? The Corporate Culture defines the very essence of a company. It is its basic personality and the essence of how its people interact and work. Corporate Culture is an elusively complex entity that survives and evolves through the gradual shifts in leadership strategy and other circumstances.</p><p>It is what people feel, think, and believe and it is shaped by the way they go about their business. An organization’s current culture contains several reservoirs of emotional energy and influence. When positive culture forces and strategic priorities are in sync, companies can draw energy from the way people feel.</p><h3><span style="font-size:12pt;"><strong>The 10 Principles of Culture</strong></span></h3><p>Research shows that companies that use cultural catalyst will experience change that lasts. Understanding the <a href="https://flevy.com/browse/flevypro/10-principles-of-culture-3697">10 Principles of Culture</a> will increase the odds of financial and operational success.</p><p><a href="https://flevy.com/browse/flevypro/10-principles-of-culture-3697" target="_blank"><img src="http://flevy.com/blog/wp-content/uploads/2019/03/slide-1-10-Principles-of-Culture-1024x768.png?profile=RESIZE_710x" width="750" class="align-full" alt="slide-1-10-Principles-of-Culture-1024x768.png?profile=RESIZE_710x" /></a></p><ol><li><strong>Work with the existing culture.</strong> Deeply embedded culture cannot be replaced with simple upgrades or major overhaul efforts. We need to understand existing cultures to allow leaders to get the most value out of company culture.</li></ol><ol start="2"><li><strong>Change behaviors to affect mindsets.</strong> Culture is much more a matter of doing than of saying. Changing mindsets by communicating values and putting them in glossy brochures just does not work.</li></ol><ol start="3"><li><strong>Focus on critical behaviors.</strong> Selecting people who strongly respond to new behaviors are likely to implement and spread the new culture.</li></ol><ol start="4"><li><strong>Deploy informal leaders.</strong> <a href="https://flevy.com/business-toolkit/leadership">Leadership</a> is a natural attribute that is exercised and displayed informally without regard to title or position in the organizational chart. Identifying, engaging, and nurturing informal leaders allow companies to harness talents to further the company’s transformation efforts.</li></ol><ol start="5"><li><strong>Keep formal leaders accountable.</strong> The signaling of emotional commitment sets the tone for others to follow.</li></ol><ol start="6"><li><strong>Link behaviors with business objectives.</strong> Understanding how behaviors link with individual work and business objectives is the starting point of change and acceptance among employees.</li></ol><ol start="7"><li><strong>Demonstrate immediate impact.</strong> Today is the age of notoriously short attention span which also applies to organizational culture. There is a need to showcase the impact of cultural efforts as quickly as possible.</li></ol><ol start="8"><li><strong>Take a cross-functional approach.</strong> Facilitating connections among groups to share learning and insights is a great step forward.</li></ol><ol start="9"><li><strong>Align programs with behaviors.</strong> New cultural directions must match with existing ways of doing business.</li></ol><ol start="10"><li><strong>Manage and maintain the culture over time.</strong> We need to be culture superstars. Culture superstars actively monitor, manage, and update cultural forces over time.</li></ol><p>A highly effective culture today may not be good enough for tomorrow. With the fast pace of business and its highly volatile environment, we need to manage and maintain the culture over time. Achieving this requires committed effort towards integrating the 10 Principles of Culture in our company and the Corporate Culture that we hope to achieve.</p><p>Interested in gaining more understanding of <a href="https://flevy.com/browse/flevypro/10-principles-of-culture-3697">10 Principles of Culture</a>? You can learn more and download an <a href="https://flevy.com/browse/flevypro/10-principles-of-culture-3697"><u>editable PowerPoint about <strong>10 Principles of Culture</strong> here</u></a> on the <u><a href="https://flevy.com/browse">Flevy documents marketplace</a></u>.</p><p><strong>Are you a management consultant?</strong></p><p>You can download this and hundreds of other <u><a href="http://flevy.com/pro/library/frameworks">consulting frameworks</a></u> and <u><a href="http://flevy.com/pro/library/consulting">consulting training guides</a></u> from the <a href="http://flevy.com/pro/library">FlevyPro library</a>.</p></div>Your Pressure Relief Valve Must Workhttps://globalriskcommunity.com/profiles/blogs/your-pressure-relief-valve-must-work2019-11-26T00:00:00.000Z2019-11-26T00:00:00.000ZBryan Whitefieldhttps://globalriskcommunity.com/members/BryanWhitefield<div><p><a href="{{#staticFileLink}}8028302672,original{{/staticFileLink}}" target="_blank"><img src="{{#staticFileLink}}8028302672,original{{/staticFileLink}}" class="align-right" width="356" height="237" alt="8028302672?profile=original" /></a>There is a pressure cooker analogy for driving business performance. That is, apply plenty of heat to the pot (which is your team) and keep the lid firmly shut. The team will push harder to reach their goals. As a safety mechanism, all pressure cookers have a relief valve and so the analogy goes, make sure you don’t overdo it and build up too much pressure. The reason is because one of two things would happen:</p><div class="post_content"><blockquote><p>One is burn out and potential mental health issues. The other is that your team will find a <em>“way”</em> to get the job done. And that “way” may not be true to the organisational values or the team’s values or even your values.</p></blockquote><p>If the pressure continues, the behaviours chosen continue. Soon the broader culture of the team reflects the new behaviours and becomes the new normal. As staff change over time, new staff come in and are inducted into the new normal. The poor culture is strengthened.</p><p>Then one day, someone finds out about the way you have been getting things done and points out the poor behaviour. Everyone starts looking for someone to blame. While the team made its own choices, the pressure they felt under was the cause.</p><p>Last week I wrote about <a href="https://globalriskcommunity.com/profiles/blogs/the-bouris-appeal" target="_blank">Mark Bouris’ appeal</a> to risk professionals to push back against over regulation and to help drive risk taking which drives innovation. Today I write with a word of caution. Be careful how you articulate the risk taking you want. And no matter how or how hard you apply pressure to your team, constantly reinforce the values of your organisation. Pressure is good but not at the expense of values.</p><p>This article from <a href="https://www.forbes.com/sites/stephaniedenning/2018/10/26/the-netflix-pressure-cooker-a-culture-that-drives-performance/#765ae820151a" target="_blank">Forbes about Netflix</a> is a great example of strong, hard innovation with the value of openness as the pressure relief valve.</p><div class="clear"></div><div class="clear"><p>__________________________________________________________________________________</p><p><a href="{{#staticFileLink}}8028269661,original{{/staticFileLink}}" target="_blank"><img src="{{#staticFileLink}}8028269460,original{{/staticFileLink}}" class="align-left" width="360" height="120" alt="8028269460?profile=original" /></a></p><p><br /> Bryan's new book teaches you practical methods to cut through with your advice and make the impact you want to make. Available on Amazon or order <a href="https://www.bryanwhitefield.com.au/product/wcbook/" target="_blank">here</a> now.</p><p></p><p></p><p><a href="{{#staticFileLink}}8028259276,original{{/staticFileLink}}" target="_blank"><img src="{{#staticFileLink}}8028259276,original{{/staticFileLink}}" class="align-left" width="357" height="119" alt="8028259276?profile=original" /></a></p><h3><strong>YOUR DECISIONS DEFINE YOU.</strong></h3><p>Available on Amazon or order <a href="http://www.bryanwhitefield.com.au/product/decide-how-to-manage-the-risk-in-your-decision-making/" target="_blank">here</a> now.</p><p></p><p></p><p></p><p>Bryan Whitefield works with strategic leaders across all sectors to help organisations harness uncertainty – uncertainty is the strategic leader’s best friend. He is the author of <em>DECIDE: How to Manage the Risk in Your Decision Making</em> and <em>Winning Conversations: How to turn red tape into blue ribbon</em>. He is the designer of the <a href="https://www.bryanwhitefield.com.au/experts-need-advocates-whitepaper/" target="_blank">Risk Culture: Build Your Tribe of Advocates Program</a> for support functions and the <a href="https://www.bryanwhitefield.com.au/persuasive-adviser-program/" target="_blank">Persuasive Adviser Program</a> for internal advisers. Both can be booked individually or in-house. For more information about Bryan, please <a href="http://www.bryanwhitefield.com.au/about-bryan/" target="_blank">click here</a>.</p><p></p><p></p><p><a href="http://www.bryanwhitefield.com" target="_blank">www.bryanwhitefield.com</a></p><p></p><p></p><p></p><p></p></div></div></div>Dealing with Parselmouthshttps://globalriskcommunity.com/profiles/blogs/dealing-with-parselmouths2019-09-23T23:19:38.000Z2019-09-23T23:19:38.000ZBryan Whitefieldhttps://globalriskcommunity.com/members/BryanWhitefield<div><p><a href="{{#staticFileLink}}8028304092,original{{/staticFileLink}}" target="_blank"><img src="{{#staticFileLink}}8028304092,original{{/staticFileLink}}" class="align-right" width="332" height="227" alt="8028304092?profile=original" /></a>If you are a lover of the Harry Potter series, you will have heard of parseltongue. The language of serpents. A Parselmouth is anyone able to speak parseltongue.</p><p>If you don’t have a clue what I am talking about, you are reading this and feeling at least a little uncomfortable. Relax, it is all make-believe.</p><p>However, don’t relax for too long because your influencing skills might be hampered by how you are providing your advice. Why? Because finance, HR, IT, procurement, risk and many other functions have been hijacked by well-meaning technical specialists. So technical, so smart, that they created so many technical requirements, surrounded by technical jargon, that it becomes parseltongue to business leaders. That is, completely indecipherable.</p><p>Because of the damage done, many senior leaders desperately avoid conversations with support function technocrats. Despite their advice being sometimes vitally important.</p><p>So grab that report or have a think about your last conversation and decide for yourself. Were you speaking in parseltongue or were you speaking in their language?</p><p></p><p>__________________________________________________________________________________</p><p><a href="{{#staticFileLink}}8028269661,original{{/staticFileLink}}" target="_blank"><img src="{{#staticFileLink}}8028269460,original{{/staticFileLink}}" class="align-left" width="360" height="120" alt="8028269460?profile=original" /></a></p><p><br /> Bryan's new book teaches you practical methods to cut through with your advice and make the impact you want to make. Available on Amazon or order <a href="https://www.bryanwhitefield.com.au/product/wcbook/" target="_blank">here</a> now.</p><p></p><p></p><p><a href="{{#staticFileLink}}8028259276,original{{/staticFileLink}}" target="_blank"><img src="{{#staticFileLink}}8028259276,original{{/staticFileLink}}" class="align-left" width="357" height="119" alt="8028259276?profile=original" /></a></p><h3><strong>YOUR DECISIONS DEFINE YOU.</strong></h3><p>Available on Amazon or order <a href="http://www.bryanwhitefield.com.au/product/decide-how-to-manage-the-risk-in-your-decision-making/" target="_blank">here</a> now.</p><p></p><p></p><p></p><p>Bryan Whitefield works with strategic leaders across all sectors to help organisations harness uncertainty – uncertainty is the strategic leader’s best friend. He is the author of <em>DECIDE: How to Manage the Risk in Your Decision Making</em> and <em>Winning Conversations: How to turn red tape into blue ribbon</em>. He is the designer of the <a href="https://www.bryanwhitefield.com.au/experts-need-advocates-whitepaper/" target="_blank">Risk Culture: Build Your Tribe of Advocates Program</a> for support functions and the <a href="https://www.bryanwhitefield.com.au/persuasive-adviser-program/" target="_blank">Persuasive Adviser Program</a> for internal advisers. Both can be booked individually or in-house. For more information about Bryan, please <a href="http://www.bryanwhitefield.com.au/about-bryan/" target="_blank">click here</a>.</p><p></p><p></p><p><a href="http://www.bryanwhitefield.com" target="_blank">www.bryanwhitefield.com</a></p><p></p><p></p><p></p></div>The Secret Sauce to Success Amidst Disruption: Building a Customer-Centric Culture of Innovationhttps://globalriskcommunity.com/profiles/blogs/the-secret-sauce-to-success-amidst-disruption-building-a-customer2019-06-12T10:22:32.000Z2019-06-12T10:22:32.000ZMark Bridgeshttps://globalriskcommunity.com/members/MarkBridges<div><p><img src="https://media.licdn.com/dms/image/C4E12AQFYRbFE8_Hjfw/article-cover_image-shrink_720_1280/0?e=1565827200&v=beta&t=l-GaU2wKmqw98y1hS5dUlURWhtWJDGhREukWpNNjITY" alt="0?e=1565827200&v=beta&t=l-GaU2wKmqw98y1hS5dUlURWhtWJDGhREukWpNNjITY" /></p><p>A large majority of organizations rarely focus on gathering and utilizing customer-centric knowledge. So much so that they even introduce a product without having vital insights on the customer and their unmet needs, and they are often clueless about them. Consequently, many product development initiatives fall flat as managers struggle to filter and evaluate ideas.</p><p>Most organizations, today, are developing initiatives around <a href="https://flevy.com/webinar/customer-experience-strategy" target="_blank">Customer Experience Strategy </a>and Customer Journey Mapping. <a href="https://www.gartner.com/smarterwithgartner/is-your-organization-customer-centric/" target="_blank">Customer-centric Organizations</a> are deeply focused towards value creation for their customers. They understand the unique customer insights needed to make customer-centric decisions, are able to gather those customer insights, and are aware of the way to utilize the insights in creating value for their customers. By using customer insights, Customer-centric Organizations drive their product innovation success rate significantly higher than the industry average.</p><p>In order to develop this capability, organizations need to first utilize a customer-centric research process to gather the customer insights required to drive value creation. This is accomplished when:</p><ul><li>They know the desired unique customer insights needed to make customer-centric decision.</li><li>They are able to gather the required customer insights.</li><li>They realize the proper time and way to utilize the insights in making value creation focused business decisions.</li></ul><p><a href="https://flevy.com/browse/flevypro/customer-centric-culture-of-innovation-3828" target="_blank">Building a Customer-centric Culture of Innovation</a> warrants a methodical approach. A potent approach to building such a culture of innovation encompasses 3 key phases:</p><ol><li><strong>Qualitative Insights: Apply Customer-Centric Fundamentals</strong> - The first phase commences by organizing an intensive day-long workshop for each cross-functional product team. The teams engage in a unique customer journey where they employ a “jobs-to-be-done” lens to analyze their market, and identify valuable, qualitative customer insights needed to drive customer-centric decision making.</li><li><strong>Quantitative Insights: Quantify Opportunities that Exist</strong> - This phase entails conducting quantitative research to rank the most critical customer insights needed to develop customer-centric data model. The insights available through this data set help the company in making customer-centric business decisions for years to come.</li><li><strong>Implementation: Leverage New Customer Insights for Growth</strong> - In this phase, managers and employees across the organization are trained on utilizing the insights to devise market and <a href="https://flevy.com/business-toolkit/product-strategy-prod" target="_blank">product strategies</a>, and to encourage customer-centric growth.</li></ol><div class="slate-resizable-image-embed slate-image-embed__resize-full-width"><a href="http://flevy.com/browse/flevypro/customer-centric-culture-of-innovation-3828" target="_blank"><img src="https://media.licdn.com/dms/image/C4E12AQHuqOkVI3wV_Q/article-inline_image-shrink_1500_2232-alternative/0?e=1565827200&v=beta&t=P82rA9gJcz9z6tsIx4wt1RlJz38elKr04ReROh-zScY" alt="No alt text provided for this image" /></a></div><p>Let’s take a deeper dive into the first phase of this process.</p><h3><strong>Qualitative Insights: Apply Customer-Centric Fundamentals</strong></h3><p>The first phase commences by organizing an intensive workshop for each cross-functional product team. It is typically a day-long session where the teams engage in a unique customer journey. They employ a “jobs-to-be-done” lens to analyze their market and identify valuable, qualitative customer insights needed to drive customer-centric decision making. The qualitative customer insights developed during the first phase serve as an indispensable, long-term guide in the journey to a customer-centric mindset.</p><p>During phase I, each product team is trained on customer-centric philosophy in a workshop settings. The workshop participants participate in qualitative research discussions designed to obtain critical customer information and fresh insights. Upon completion of the initial phase, the product team is able to develop a shared innovation vocabulary and gather customer insights to make customer-centric marketing and product development decisions.</p><p>Interested in learning about the third phase of the approach to <a href="https://flevy.com/browse/flevypro/customer-centric-culture-of-innovation-3828" target="_blank">Customer-centric Culture of Innovation</a>? You can download <a href="https://flevy.com/browse/flevypro/customer-centric-culture-of-innovation-3828" target="_blank"><u>an editable PowerPoint on </u><strong><u>Customer-centric Culture of Innovation</u></strong><u> here</u></a> on the <a href="https://flevy.com/browse" target="_blank">Flevy documents marketplace</a>.</p><h3><strong>Are you a Management Consultant?</strong></h3><p>You can download this and hundreds of other <a href="http://flevy.com/pro/library/frameworks" target="_blank">consulting frameworks</a> and <a href="http://flevy.com/pro/library/consulting" target="_blank">consulting training guides</a> from the <a href="http://flevy.com/pro/library" target="_blank">FlevyPro library</a>.</p><p> </p></div>